Watertown Comprehensive Plan Town of Watertown, MA

Adopted June 23, 2015

Watertown Comprehensive Plan Watertown, Massachusetts

Prepared for Town of Watertown, Massachusetts

Prepared by

Adopted ______, 2015 Watertown Comprehensive Plan TABLE OF CONTENTS

1. Vision Statement 1 Background 42

2. Land Use 5 Existing Conditions 45 Introduction 5 Future Conditions 55 Baseline Assessment 6 Goals 56 Purpose 6 Recommendations 57

Historic Land Use Patterns 7 4. Housing 65 Existing Land Use 10 Introduction 65 Neighborhoods 11 Baseline Assessment 66 Watertown's Squares and Corridors 12 Demographics 66 Zoning Regulations vs. Future Land Use 25 Housing Characteristics 68 Goals 31 Housing Market Conditions 70 Recommendations 32 Housing Affordability 72

3. Transportation, Circulation, and Parking 39 Chapter 40B Inventory 73 Introduction 39 Goals 74 Baseline Assessment 42 Recommendations 75 Regional Context 42

ii TABLE OF CONTENTS

5. Economic Development 79 Charles River 100 Introduction 79 Watertown-Cambridge Greenway 102 Baseline Assessment 82 Open Space and Recreation Needs 102 Labor Force Characteristics 82 Goals 104 Institutions Supporting Local Recommendations 105 and Regional Economic Development 83 7. Natural Resources 111 Local Business in Watertown 84 Introduction 111 Targeted Industry Clusters Identified in the 2011 Strategic Framework 85 Baseline Assessment 111 Commercial Space in Watertown 87 Geology, Soils and Topography 111 Goals 88 Landscape Character 113 Recommendations 89 Water Resources 115 Vegetation 116 6. Open Space and Recreation 95 Fisheries and Wildlife 117 Introduction 95 Scenic Resources and Unique Environments 119 Baseline Assessment 96 Environmental Challenges 119 Private Open Space Resources 96 Goals 121 Watertown Park and Recreation Recommendations 122 Facilities and Programs 98 Promoting Energy Efficiency in Watertown 173

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8. Historic and Cultural Resources 125 Goals 164 Introduction 125 Recommendations 165 Baseline Assessment 125 10. Energy 169 Significance of Watertown’s Historic Introduction 169 and Cultural Resources 125 Baseline Assessment 170 Designated Historic Resources 132 Municipal Energy Projects and Programs 170 Inventoried Resources 133 Community Energy Programs and Projects 172 Cultural Assets 135 Promoting Energy Efficiency in Watertown 173 Preservation Programs 139 Zoning for Energy Efficiency 173 Goals 147 Goals 174 Recommendations 148 Recommendations 175 9. Public Services and Facilities 151 11. Implementation 179 Introduction 151 Introduction 179 Baseline Assessment 153 Implementation Matrix 181 Capital Improvement Plan 154 Watertown Services and Facilities 155 Human services 161 Public Health and Land Use Connection 163

iv TABLE OF CONTENTS LIST OF FIGURES

Figure 2-1 Historical Land Use in Watertown, 1971 8 Figure 2-2 Land Use in Watertown, 2005 9 Figure 2-3 Existing Land Use in Watertown, 2013 10 Figure 2-4 Enhancing Watertown Square as a Vibrant Town Center 14 Figure 2-5 Development Opportunity Focus Areas 16 Figure 2-6 Important Land Use Nodes along Arsenal Street 17 Figure 2-7 Transform Arsenal Street into a Dynamic Mixed-use Corridor 18 Figure 2-8 Define Pleasant Street as an Inviting Riverside Corridor 24 Figure 2-9 Land Use Vision 28 Figure 2-10 Future Land Use Map 29 Figure 3-1 Roadway Network/Jurisdiction Map 40 Figure 3-2 Roadway Functional Classification/Multi-Use Path Map 46 Figure 4-1 Age Trends, MetroFuture Projections, 2000 – 2035 61 Figure 4-2 Household Size, Watertown vs. MAPC Region and State, 2000-2010 68 Figure 4-3 Housing Tenure by Age, Total Units, 2010 69 Figure 4-4 Renter-Occupied Units with Children Under 18 69 Figure 4-5 Annual Volume of Single Family Home Sales vs. Condos, 1991-2011 71 Figure 4-6 Single Family Home and Condo Prices, Watertown vs. Subregion 1991-2011 71 Figure 5-1 Educational Attainment of Watertown Residents 83 Figure 6-1 Victory Field Improvements 98 Figure 7-1 Soils Types Map 112 Figure 7-2 Water Resources Map 114 Figure 7-3 Unique Features Map 118 Figure 8-1 Historic Resources Map 134 Figure 9-1 Major Public Facilities in Watertown 152

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2 Spring on Charles River VISION STATEMENT

VISION STATEMENT 1

Watertown’s people and history Watertown’s setting Since Watertown’s founding in 1630, the community has evolved Located six miles west of Boston, Watertown has many local from an original Puritan Settlement based on agriculture into a retail, cultural, and natural assets while enjoying the advantages hub for trade and commerce, then becoming a key industrial of a diverse metropolitan area and regional economy. Along center, and now transitioning into a post-industrial community with the cultural and natural attractions, the community has a with a mix of cultural, racial, educational, and economic diversity. balance of residential neighborhoods and retail centers and a Watertown is a place where residents appreciate and benefit strong transportation network -- all making Watertown a great from a strong sense of community, diverse urban place to live, work, and play. With just over 4 square miles of land neighborhoods, robust school system, rich culture, and a and more than 4 miles of direct frontage along the Charles River, number of people that live and work in town. With a network Watertown strongly identifies itself with the river, providing of squares and multi-modal corridors, Watertown is a residents and visitors with a tremendous natural setting that well-connected and attractive place to live and work. A variety includes waterfront parks, trails, and recreational opportunities. of housing types throughout the community and innovative This system of parkland and open space has also helped define re-use of old industrial sites along the river and former rail development patterns. corridor provides flexible options for a strong business and residential mix.

1 Watertown Comprehensive Plan

Watertown also identifies with its many longstanding residential can live, shop, and eat. A third regional retail center exists along neighborhoods. These neighborhoods vary in character and Arsenal Street with two shopping malls and a number of large form of development, but provide another basis for residents to national retailers. Watertown’s amenities include regional identify with and associate with their neighbors. Many residents destinations such as the Charles River Greenway, the Arsenal also connect through their children at a neighborhood scale and Center for the Arts (located within the Watertown Arsenal within the school system. The schools are an integral part of the National Historic District), and the historic Mount Auburn community and it is important to acknowledge the role the Cemetery. The Cemetery is a national historic landmark, school system plays for residents in identifying with the botanical garden, museum, home to urban wildlife, and is a community. tremendous resource to residents and visitors. Watertown is connected to the region by mixed-use corridors – Galen, Mt. Two primary retail centers, Watertown and Coolidge Squares, are Auburn, Arsenal, and West Main – with easy access to the local and regional landmarks that are embraced by town Massachusetts Turnpike, MBTA bus service, and multi-use trails. residents and businesses as vibrant destinations where people

Spring at the Arsenal 2 VISION STATEMENT

Vision for 2025 Watertown envisions a vibrant and diverse future for its community that builds upon its rich foundation of neighborhoods, culture, commercial districts, town squares, diverse street corridors, civic assets, and proximity to the Charles River and Boston. Watertown will continue to foster and strengthen community, ensuring a built environment with diverse institutions, supported schools, celebrated cultural amenities and recreational facilities that provide the cultural cohesiveness so important to the community.

With these great qualities and resources in place, the Watertown community envisions a future that:

f has a stronger relationship with the Charles River support and improvements of the school system, Reservation, where residents and businesses benefit parks and recreation, library, and cultural assets. from enhanced connections to the river, more f is known for celebrating its unique neighborhoods, waterfront activities, preservation and respect of the historic and cultural heritage, and diversity, where ecology of the river and its natural habitat, making visitors and residents alike mingle in distinctive local Watertown known to the region as a community that shops and restaurants, arts venues, beautiful parks, and respects and appreciates its natural features. active plazas, making Watertown known for its eclectic f is shaped by a built environment along each of its mix of local venues and amenities. squares and corridors that reinforces Watertown’s f incorporates welcoming, attractive streetscapes and character, achieving balance between design, gateways on well-designed pedestrian-oriented, preservation, and redevelopment efforts in ways that bicycle-friendly, tree-lined streets. make Watertown known for being a destination and context sensitive design community. f is progressive about sustainability, by investing in smart infrastructure and program choices, making f is innovative and a leader in economic development, Watertown known as a community that embraces targeting growth of specific types of development and state-of-the-art sustainable practices for the public and housing opportunities in ways that support diverse, private sectors. successful, and environmentally conscious employment centers in balance with neighborhood f Is a community that promotes an active, healthy character and existing development, making lifestyle where residents have access to social services, Watertown known as a place for innovation. nutritious and affordable food, and places to be physically active. f is proactive in maintaining and developing its infrastructure and public services, with continued

3 Watertown Comprehensive Plan

4 The Arsenal on the Charles LAND USE

LAND USE 2

Introduction Founded in 1630, Watertown has been described as the “mother In the late 18th century, Watertown’s early industries helped to town” as it was one of America’s earliest colonial settlements and fuel the American industrial revolution. Spurred by the Civil War, served as an entry into the heartland of America for early settlers. Watertown evolved to become a significant national industrial The early town boundaries encompassed what is now Weston, center in the early 19th century. The new nation’s need for Waltham, Belmont and large sections of what is now Lincoln, munitions found Watertown to be ideally located for such Newton, and Cambridge. The existence of the Charles River was a manufacturing, resulting in the founding of the U.S. Army critical factor in the settlement of the Town. Being a transit point Arsenal in 1816, which at its height of operations before World into the early colonial frontier with a river, Watertown began to War I covered over eighty acres of land with more than sixteen see manufacturing and milling industries soon after it was hundred employees, and continued in operation until its founded. Damming the Charles River became commonplace by complete closure in 1995. the early 1800’s, providing water power for various industries such as cotton weaving, sail making, and linen cleaners. Raw With a burgeoning industrial base, Watertown attracted materials and finished products were shipped via water to the substantial worker populations. Housing in Watertown became a port at Boston Harbor and continued to final destinations major concern in the early 20th century. Typical development throughout the new nation and the rest of the world. patterns ensued in which industrial workers settled near the factories of East Watertown and the mills along Pleasant Street

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west of Watertown Square. The northern and northwestern areas Watertown provides a diverse mix of close-knit neighborhoods of town were developed from large estates, orchards, and farms. with prime access to regional economic, medical, and One such estate is “The Oakley” whose remnants are now part of educational centers, as well as a rich 383 year history going back the Oakley Country Club, one of America’s first golf courses. to America’s earliest colonial heritage. While land use is shaped by various geographic, economic, and social factors, it is Due to the changing political realities and new economic and important to understand how land use patterns in Watertown technology trends, for several decades after the mid-20th have evolved over time in order to inform the land use strategies century Watertown experienced a period of industrial decline for the next 20 to 25 years that will guide desired developments, with population decrease and infill development. Although most improve the natural environment, and enhance the social and of the Town’s industries have long since departed, Watertown’s economic vibrancy in the community. housing stock continues to reflect the earlier socio-economic landscape of the past centuries. Larger homes and lots in the The following sections provide an overview of the historic and northern and northwestern segments of the Town give way to current land use patterns in Watertown. higher population density and more urban development as one moves from the northern border with Belmont to the southern and eastern edges that border on Cambridge and Newton where Baseline Assessment factories once operated. Purpose During the past 300 years, the Charles River has changed from a Land use forms the basis for comprehensive planning and bountiful aquatic habitat to a polluted waterway, damaged by determines, to a large extent, Watertown’s need to provide former use as an open sewer for industrial and human wastes. It public facilities and infrastructure, transportation networks and was reborn as a “water parkway” in the late 1890's only to decline services, and protection of environmental resources. As in the mid-20th century and then to be rediscovered as a Watertown plans for its future, determining how and where regional recreational asset. In Watertown, industrial effluent growth and development should occur provides the basis for began discharging into the Charles in the early 1800's with such planning where investments in municipal services are needed, as industries as Lewando’s Cleansing and Dying Company on well as determining what controls will be necessary to protect Pleasant Street, Whitney Paper Mill on Morse Street, and the areas of the Town from unwanted development. The Town has Aetna Mills on Bridge Street. Today, with most of Watertown’s the ability to control land use and development patterns industries gone, effluent into the Charles continues to a much through a variety of mechanisms, including zoning and lesser degree from smaller sources like surface runoff, isolated subdivision regulations, provision of public utilities and spills, and improper sewer ties from households. The river has infrastructure, and protection of open space lands through direct begun to rebound with aquatic life, improved water quality, acquisition and the acquisition or acceptance of conservation preservation of shoreline, creation of parks, and a significant restrictions and easements. return of recreational activities such as the annual “Run of the Charles”.

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Historical Land Use Patterns

The context for the Town’s growth and development can be increase from 191.9 acres in 1971 to 261.1 acres in 1999. traced through the changes in land use over time. According to Development over these years resulted in further loss of open the historical land use data of Watertown, accessible through undeveloped land, which decreased by 72.4% from 18.5 acres to MassGIS, in 1971 about half of the land in Watertown was used only 5.1 acres in 1999. Industrial land also experienced more for residential purpose; 605.6 acres or 23% was dedicated to than 14% decrease from 361.9 acres in 1971 to 310.1 acres in institutional and recreational uses; industrial land comprised 1999. nearly 14% of the community and commercial land more than 7%; in addition, 18.5 acres or 0.7% of the land in Watertown was Overall, land use change in Watertown during the late 20th classified as open undeveloped land (see Figure 2-1). century was characterized by a steady transition from industrial and undeveloped open land into residential and primarily As shown in Table 2-1 below, agricultural land and natural land commercial land. While large industrial complexes such as had remained unchanged between 1971 and 1999, accounting Raytheon, the Arsenal and Hood Rubber generated truck traffic for respectively 1.1% and 1.2% of the total land in Town. and employed a lot of people, many of them lived in nearby Residential land increased slightly from 1,315 acres in 1971 to worker housing. The evolution over time to residential and 1,327 acres in 1999, while land for urban institution/recreational commercial uses has resulted in different traffic patterns and will decreased by 2.6% from 605.6 acres to 589.6 acres. The biggest shape many of the recommendations that come out of this Plan. increase occurred in commercial land with more than a 36%

Table 2-1 Historic Land Use Patterns in Watertown, 1971, 1985, and 1999

1971 1985 1999 Percent Percent of Percent of Percent of Change Acreage Acreage Acreage Total Total Total 1971-1999 Agriculture        Open Undeveloped Land        Commercial        Industrial/Transportation/Mining        Residential        Urban Open/        Institutional/Recreation Natural Land        Water        Total 2,636.6 - 2,636.6 - 2,636.6 - - 6RXFH0DVV*,6ODQGXVHGDWD 7 Watertown Comprehensive Plan

Figure 2-1 Historical Land Use in Watertown, 1971

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Figure 2-3 Existing Land Use in Watertown, 2013

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Existing Land Use

More recent land use data from MassGIS shows that in 2005 the through redevelopment of vacant and underutilized parcels and largest three categories of land in Watertown were residential increased density along certain corridors, most notably Pleasant (51.5%), urban open / institutional /recreation (19.7%), and Street. commercial (15.5%). Industrial land made up 6.6% of the total area of Watertown and agricultural land accounted for 0.8% (see Land use patterns form a tightly knit mosaic created by its Figure 2-2 below). Approximately 72 acres or 2.7% of Watertown historic development as a mill town and a streetcar suburb of was classified as natural land / undisturbed vegetation, most of Boston3. The Existing Land Use Map (see Figure 2-3), visualized which were forested areas1. There was no open developable land from the Town’s 2012 assessor’s database, vividly profiles the left in 2005. land use composition in the community at parcel level. As shown in the map, single-family residential areas are primarily Although 2005 land use data cannot be legitimately compared concentrated in the west end of the Town and in the upper to data from previous years due to data limitations2, the general middle portion near the Oakley Country Club. Two-family and land use trend indicates that commercial uses are steadily other multi-family residential uses cover large areas in the growing while industrial land is declining. Residential uses, with mid-east and mid-west part of the Town, and are also distributed limited land available for new development, are expanding in the southern part of the Town on both sides of the Charles River. The distribution of residential land reflects the history of housing development in close proximity to the streetcar lines Figure 2-2 Land Use in Watertown, 2005 along Mt. Auburn Street, Belmont Street, and Galen Street, and later expanding to the west side of the town. Industrial/ Transportation/ Urban Open/ Mining Commercial uses, on the other hand, have shaped distinctive Commercial Institutional/ 6.6% nodes and corridors throughout the community. There are three 15.5% Recreation major commercial nodes, each with unique characteristics. 19.7% Water 3.2% Watertown Square, located near the crossing of the Charles River and serving as a crossroad at the present time, is characterized by a mix of commercial and retail uses, as well as river views Natural Land/ Undisturbed segregated by major roads. There is little residential Vegetation development in Watertown Square, with some two- and multi- Residential 2.7% 51.5% 1 According to MassGIS, 2005 land use data is not strictly comparable to land use data from Agriculture 1971, 1985, and 1999 due to evolved image interpretation and data production methods, 0.8% as well as changes in land use categories. Data discrepancy, such as increased natural/ vegetated areas in 2005, exists when cross-comparing data from 2005 and previous years. 2 See 1 Source: MassGIS land use data, 2005 3 Strategic Framework for Economic Development, Town of Watertown, 2011

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family buildings mostly located on the periphery. Coolidge juggling act to deal with a complex urban form where over Square, located on the northeast side of town, has a stronger 30,000 people live and 20,000 people work, all in a little over four appearance as a village center populated by local neighborhood square miles. retail stores and specialty food establishments. Along Arsenal Street, the major commercial activity is dominated by the The residential neighborhood character is also often associated Arsenal Mall, Watertown Mall, and a number of office buildings. with the schools that serve a particular area. The community Anchored by these main commercial nodes, five major corridors makes connections through the activities of their children, but expand to the east, west, and south of Watertown Square. schools also can be a central gathering point, in terms of civic activity, recreation, and other educational programs. The Neighborhoods perceived and actual quality of the schools and their facilities can be a significant determinant of the character of a particular Watertown has over 50 percent of its land dedicated to neighborhood. residential uses. The diverse fabric of the community has created a mix of residential types that support single and two-family The planning process included an initial meeting with over two neighborhoods, higher density residential complexes, and hundred residents and also included on-line discussions. The mixed-use. Residential development is spread throughout town public discourse provided diverse comments in regards to types with many neighborhoods where there is little to no transition of housing options and resident opinion. Several critical issues into more intense commercial and industrial areas. These areas and key steps that can help maintain Watertown’s create conflict points, as well as wonderful organic success neighborhoods while supporting commercial nodes throughout stories (Iggy’s Bakery and other small business successes in the the town where identified. Key issues raised during the planning industrial residential conflict zone), in Watertown’s constant process included:

f Preservation of neighborhood character and historic fabric of the housing stock

f Non-conforming houses

f Large additions that are out of character with the existing neighborhood

f Tear-downs and the resultant larger home that replaces the original one

f Cut-through traffic on residential streets due to congestion along the Town’s major roadways

f Pedestrian safety and the need to provide safe routes Residential neighborhood along Pleasant Street for students to schools located in residential areas 11 Watertown Comprehensive Plan

Watertown’s Squares and Corridors Watertown Square and the Main Street Corridor

When reviewing Watertown’s historic development pattern and Watertown Square is considered by many to be “the town center” current conditions, it is clear that the Town’s potential future of Watertown. Seven roads converge on the Square, it is the site development and growth should be directed toward its of a major transportation hub at the MBTA bus yard, and it is commercial centers and the connecting roadways. The areas to adjacent to the Charles River. As summarized in the 2011 consider include Watertown Square and the Main Street corridor Strategic Framework for Economic Development, Watertown traveling west toward Waltham; the Galen Street corridor that Square “contains a vital mix of business, government, and connects Watertown Square and the Massachusetts Turnpike; restaurant amenities for the entire area. Nowhere else in Town the Arsenal Street corridor from Watertown Square to the Boston does such an active mix of uses touch the Charles River.”4 city line; Coolidge Square and the Mt. Auburn Street corridor that connects Watertown with Cambridge; and the Pleasant Street Currently, Watertown Square is characterized by a mix of mostly corridor. The following is a description of the key commercial commercial uses including offices, banks, personal service retail squares and connecting corridors, the potential development such as a pharmacy, some restaurants and other smaller-scale opportunities, and how those opportunities can be retail. Civic uses in the Square include the Watertown accommodated in a manner that enhances Watertown as a place Administration Building (Town Hall), the Watertown Free Public to live, work, and play. Library, and the Fire Station. Building heights vary but most of the buildings are three stories or less. Recent residential development includes a new five-story condominium building and the five-story Residence at Watertown Square project, which features 90 assisted living units, and is scheduled to open in the Fall of 2014. At the main intersection in the Square, there is a public plaza and a main entry to the Charles River Reservation including the historic Watertown Landing and dock.

While most of the businesses in the Square front the street and rely on municipal parking, there are several buildings along the southern end of Mt. Auburn Street that have a more suburban feel with a number of curb cuts leading to parking along the sides or in front of the businesses.

Most of the parking to service the business in the Square is centered in a public parking lot behind the storefronts on Main

Main Street 4 Strategic Framework for Economic Development, August 2011, p. 24 12 LAND USE

Street. Lack of parking is one of the more frequently mentioned The commercial corridor extending from Watertown Square problems in the area and is seen as a limiting factor in along Main Street features the historic town center that offers a accommodating future growth and development in the Square. variety of dining, government services, banking, convenience retail and cultural attractions, as well as upgraded streetscape With MBTA bus service running along the Main, Mt. Auburn and and sidewalk amenities. The configuration of parking behind the Arsenal Street corridors and the MBTA bus yard located across the buildings that front the section of Main Street near Watertown river, the Square is a hub for transportation to Boston, Newton Square reinforces an intimate pedestrian environment. Several and Cambridge. It is also a major source of traffic congestion parks, ball fields, and the Watertown Linear Park, interlace with given the volume of traffic that flows through the Square every commercial, residential, and public facilities in the east half of day and the configuration of the roadways that traverse the Main Street in Watertown. Square. As a result, it is a difficult area for pedestrians and cyclists to maneuver. The combination of traffic and the difficulties faced See Figure 2-4 that illustrates ways in which to enhance by other modes of transportation will need to be addressed Watertown Square as a vibrant Town Center. when considering the future of Watertown Square. The potential for the Watertown Community Path to bring a multimodal To the west, a business cluster extends along Main Street opportunity to travel to and through the square also presents an between Lexington Street and Waverly Avenue, mainly serving opportunity that the community has broadly supported. local residents and nearby employees with shops and restaurants. The commercial character transitions further to the west along The most commonly raised issues about Watertown Square Main Street as residential development becomes the include: predominant land use. Along the town line with Waltham is the site of the historic Gore Place, which provides a unique historic f It is not a destination. Aside from a few restaurants, the and scenic open space opportunity for area residents as well as mix of businesses does not draw people to visit the the Town’s only significant agriculture operation. This National Square Historic Landmark includes the house and estate of f New businesses, such as boutique retail and bistros Massachusetts Governor Christopher Gore, as well as a small with sidewalk dining, along with better pedestrian working farm. accommodations are needed. It is not anticipated that the Main Street corridor will change f There is a lack of parking much over time. As described below, much of the future f Traffic congestion and the difficulties faced by redevelopment opportunities will be realized along other pedestrians and bicyclists are concerns corridors. Thus, the goal for the Main Street corridor is to maintain and promote the neighborhood character and commercial f There should be ways to better capitalize on the nodes, while focusing on ways to improve the aesthetics as well proximity to the Charles River such as enhanced bicycle as transit, pedestrian and bicycle access and safety. and pedestrian connections and recreational-oriented business located in the Square 13 Watertown Comprehensive Plan

Figure 2-4 Enhancing Watertown Square as a Vibrant Town Center

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Galen Street Corridor ordnance by the U.S. Army. Arsenal Street, as the Town’s main spine in the south connecting directly to Boston, is an important As the only direct vehicular access between the Massachusetts gateway to the Town and possesses the most significant Turnpike and Watertown, Galen Street serves as a major potential for positive land use change. Historically an industrial connector between Newton, Watertown and beyond. corridor, Arsenal Street today has been fragmented by different Accompanied by heavy through traffic year round, the section of types and intensity of uses along its length. Automotive sales the corridor within Watertown is populated with a mix of higher and services dot some of the prime locations near Watertown density residential uses alternating with commercial uses such as Square and along the corridor to the east. On the northern side office, retail, and automotive sales/service. There is no unifying of the street, large tracks of industrial land lie underutilized in the character to the land uses or the design of the buildings along western half between Arsenal and Walnut Street and in the this corridor. With the MBTA bus hub (Watertown Yard) and land eastern half extending along the Watertown Greenway towards with development potential located on the north end of the Coolidge Square as well as along Coolidge Avenue. corridor, this section of Galen Street has been considered as a site for potential higher density transit oriented development The Arsenal on the Charles, with over 760,000 square feet of and an improved public realm that would reinforce the visual office space retrofitted from the early 19th century Army and pedestrian connections to Watertown Square across the complex, is the prominent development along the midpoint of river, as well as the river itself. Arsenal Street. To the east, the Arsenal Mall and Watertown Mall across the street from one another represent the major If the MBTA bus barn were to become available, new commercial uses in eastern Watertown and serves a regional development could create a new urban square and multi-modal market. The Watertown Target and Home Depot are among the transit center. Pedestrian and streetscape improvements can highest grossing stores in the region. further enhance this area and create additional public open space that better connects Galen Street with Watertown Square, In the 2011 Watertown Strategic Framework for Economic the bridge and the riverfront. Moreover, by taking advantage of Development study, three industrial sites along the Arsenal mass transit connections, greater density in this area can create Street Corridor were identified as development opportunity transit-oriented development and help in reducing automobile focus areas (see Figure 2-5) with potential for additional and reliance. With careful consideration of building massing, new improved office/lab or residential uses that will create a new development can define the open space and activate the streets, identity for the corridor.6 Recognizing that this corridor is the building better pedestrian connections to the Square.5 source for much of the employment base in Watertown, it is important to the Town to maintain that focus. As a result, future Arsenal Street Corridor land use along the Arsenal Street corridor should emphasize The Arsenal Street corridor, located in the southeast section of the Town, is characterized by large format retail services, 5 Strategic Framework for Economic Development, August 2011, p. 24 shopping malls and repurposed office and restaurant spaces that 6 This study is discussed in more detail in the Economic Development element of this Comprehensive Plan. See Chapter 5 formerly served as places for the receipt, storage, and issuance of 15 Watertown Comprehensive Plan

Figure 2-5 Development Opportunity Focus Areas Additionally, a proposal has been submitted and is under review by the Town to develop a site near the intersection of Arsenal and Irving Streets for an approximately 300 residential unit complex and 37,000 square feet of commercial space that could include a grocery store.

Given this level of activity, it is important for the Town to craft a land use planning strategy that ensures that its vision for this key corridor is implemented as part of the planned redevelopment over the next five to ten years. The preliminary plans for the hotel, Arsenal Mall and Arsenal on the Charles projects provide opportunities to generate new jobs and tax revenues for the Town, but also create challenges to the Town due to the increased level of activity these projects will bring to the area from new visitors and workers. Anticipated increases in traffic (automobile, bus, bike and pedestrian) necessitate comprehensive transportation solutions (see Chapter 2 on Transportation, Circulation and Parking) and streetscape Note: Properties with assessed values less than $30/sf highlighted in orange) Source: Strategic Framework for Economic Development, Town of Watertown, 2011 improvements to minimize impacts along the corridor. Through the recommendations of this Comprehensive Plan, the Town can commercial, office and retail development. Mixed use can be consider establishing design and streetscape parameters for encouraged with a required percentage commercial considered, future development along the corridor, how it interfaces with but residential development with direct frontage on the corridor the street, and how it functions internally through its expected should generally be discouraged. mix of uses. The Transportation element will further discuss these potential solutions. There is significant development interest in Arsenal Street that can transform it into a more vibrant mixed use environment for There has been a significant amount of public input on the people to live, work, and play. Several proposals will likely to be future of the Arsenal Street corridor. It is generally recognized advanced in 2014 and 2015 including a proposed hotel on the that the corridor is the primary location for future economic site of the former Saab dealership, the redevelopment of the development in Watertown. A summary of the comments heard Arsenal Mall into a more densely developed mixed use project during the planning process includes: (including the potential for some residential uses) that will bring f Increase and enhance the mix of uses along the the buildings closer to the street and add a number of amenities, corridor to include new residential uses, more and the redevelopment of Arsenal on the Charles by restaurants, smaller-scale retail, hotels, and high-end athenahealth into a campus with a mix of office and retail uses. office uses 16 LAND USE

Figure 2-6 Important Land Use Nodes along Arsenal Street Along Arsenal Street, there are four important nodes that should be the focus of activity (see Figure 2-6) given the existing traffic patterns and land uses (present and future).

f The signaled intersection of Irving Street and Arsenal Street with commercial and residential uses on the south and commercial and industrial uses on the north.

f Intersection of School Street and Arsenal Street, where Building 311 of the Arsenal complex is located to the south of Arsenal Street. On the north side of the street is the Lexus dealership and a gas station.

f The four-way (non-aligned) intersection on Arsenal Street with the main entrance to the Arsenal Mall and an access road. Parking lots front this intersection on three sides.

f The five-way intersection at Arsenal Street and Arlington Street, including the access road to the mall complex, Home Depot and a restaurant in the parking garage and office building. This intersection is also adjacent to the United Parcel Service (UPS) facility and is frequently congested with mall traffic, commuters heading to and from Boston via Greenough Boulevard and UPS trucks.

f The corridor should be more pedestrian friendly, including finding ways to reduce or slow down traffic In order to accommodate anticipated future development and address the issues raised during the public process, the zoning f Provide pedestrian and bicycle connections to nearby should be amended in several ways. First, additional land uses residential neighborhoods, as well as the Charles River should be considered in parts of the corridor, specifically and Watertown Square multi-family residential, retail and structured parking. Moreover,

f Increase the number of street trees and enhance the mixed use is not currently listed as an allowed use in most of the streetscape corridor. Defining mixed-use development options and considering options for locating it within key areas in the f Bury the utility lines corridor should be considered. Second, updating the dimensional requirements should be considered to allow for

17 Watertown Comprehensive Plan

Figure 2-7 Transform Arsenal Street into a Dynamic Mixed-use Corridor

18 LAND USE potential increases in building height, building coverage and f Scale setbacks for new construction using incentives and other tools f Color for public contributions, etc. For example, if buildings are to be allowed along the street line, the front setback would need to be f Use of material reduced from the current 25 feet. Third, there is currently a f Mass minimum 15% requirement for open space. The Town could consider revising that standard to accommodate some form of f Views to, from, and across the landscape public or civic space that can be incorporated as a feature that better supports the interface between new development and New, updated design guidelines should be established for the the public realm. This newly created public open space could Arsenal corridor. also include private contributions/locations for public art. Finally, f Design guidelines should address streetscape the parking standards should be updated to reflect any new uses improvements including planting street trees, allowed within the district, as well as to consider updated incorporating sidewalk amenities, accommodating provisions and requirements for shared parking and potential bicycle and pedestrian access, signage, burial of utility reductions for transportation demand management (TDM) lines and creating public civic spaces, and including measures employed to reduce automobile use. public art.

A combination of zoning amendments and design guidelines f Project impacts, especially those related to can address the specific elements of the redevelopment plans transportation, should be addressed and mitigated. including the project’s interface with the street and project The Town should require a Transportation impacts. These recommendations to transform Arsenal Street Management Association that considers shuttle buses into a complete mixed use corridor are illustrated in Figure 2-7 to locations such as MBTA stops (the Watertown bus which shows how a mix of commercial and office land uses serve yard, Harvard, Alewife Station, etc.), employee transit a regional market area in a context sensitive way. The suggested benefits, carpooling, traffic calming, worker flextime, standards could apply in the relevant zoning districts such as the bicycle sharing programs, car sharing programs and I-1, I-2, and I-3 Industrial zones, and other areas where access management. See more details in Chapter 3 - redevelopment is anticipated. , The Town could consider using Transportation, Circulation and Parking. some of the AODD historic guidelines in order to create a more f The principles of a complete streets policy, in which unified vision for the corridor. Guidelines from the AODD streets are designed and operated to enable safe consider: access for all users, should be embodied in the future f Building and structure exteriors vision for Arsenal Street. See more details in Chapter 3 - Transportation, Circulation and Parking. f Fenestration

19 Watertown Comprehensive Plan

Coolidge Square and Mt. Auburn Street Corridor Register of Historic Places as well as being a designated National Historic Landmark. Mt. Auburn Street is a major throughway that runs from Watertown Square into Cambridge. Land use along this corridor Dramatic changes to the character of this corridor are not is characterized by a mix of residential, commercial, and anticipated, so preservation of community character is municipal uses. The west end is essentially the extension of important. Any redevelopment activity along this corridor Watertown Square filled with local restaurants and retail services, should remain smaller in scale and compatible with the one- and as well as small commercial plazas. The commercial area near the two-story buildings in existence. However, as is the case with east end where Mt. Auburn Street meets Bigelow Avenue is other sections of town, design guidelines, façade upgrades, known as Coolidge Square. This is a burgeoning and regionally pedestrian and bicycling amenities, and streetscape popular neighborhood retail center in Watertown known for its improvements such as street trees and planters, are deemed diverse retail and services including ethnic and specialty food necessary. While Coolidge Square offers a diverse mix of ethnic stores and restaurants, banking, small shops, and other services. restaurants and stores, public comment suggests that it needs Much of the commercial space is in either one or two story more of an identity to distinguish itself from other commercial buildings. centers. This is an area that would lend itself to outdoor seating at restaurants, bistros and bakeries and may support a more Residential uses line both edges of Mt. Auburn Street in between mixed-use future. Many of the current uses do not provide these two commercial clusters, with small corner retail stores off-street parking, which presents a potential constraint on intermittently located along the corridor where historic trolley future expansion of these uses or a change in use unless parking stops were located. Residential uses include single and two- requirements are relaxed or addressed in a combined facility. family homes, along with a few multi-family dwellings and mixed use residential located above businesses. Pleasant Street Corridor

The Town’s only designated Historic Overlay District is on Mt. Historically an industrial corridor known for its mills and factories Auburn St. between Summer Street and Lincoln Street, along the riverfront and the rail lines, Pleasant Street still shows a extending back into adjacent residential properties. strong industrial character defined by light industrial uses, warehouses, and contractor yards along its length, particularly Mt. Auburn Cemetery is located along the Town’s border with the west of Bacon Street. It has long been recognized that a City of Cambridge. Mount Auburn, the first "rural" landscaped significant amount of land within the corridor is underutilized or cemetery in the U.S., launched the 19th century rural cemetery vacant and the corridor itself has been generally characterized and public park movements. In 2013, this cemetery was by single story buildings and parking lots. In recent years some designated a Great Place in America by the American Planning new businesses including biotech, medical devices, and some Association. It is recognized as one of the country's "most small research and development facilities, as well as new significant designed landscapes" and is listed in the National residential development such as Repton Place and Riverbend on

20 LAND USE

the Charles, have developed along the corridor. The corridor is developed a number of goals to guide the planning and future adjacent to a number of residential areas which are primarily of the corridor. single and two-family neighborhoods. Most recent development f Long term development of Pleasant Street should help along the corridor has been predominantly higher density define the character of the corridor with appropriate residential, although recent projects have also included some scale, size, and mix of uses. commercial uses. f Enhance connections and open space opportunities In March 2007, the Watertown Town Council established a through improved access to the Charles River and six-month moratorium on development along the Pleasant protect wildlife habitat, manage stormwater, calm Street Corridor in order to allow the Town Council, staff, and traffic, and improve transit, bike and pedestrian access. constituents to determine the appropriate response to several f Future development should support the Town’s tax proposed residential projects in the former I-3 industrial district. base while creating incentives for appropriate To help create a vision and implementation strategy for the development along the corridor. corridor, the Town initiated the Pleasant Street Corridor Concept Plan and Implementation Strategy study in April 2007. The study

Recent residential development along Pleasant Street 21 Watertown Comprehensive Plan

The study also identified development potential along the developments sprouted along the corridor, introducing corridor for business centers, residential neighborhoods, as well hundreds of rental units into this part of the Town. While these as neighborhood retail and restaurants. For implementation, the new projects further stimulated redevelopment of the Pleasant study suggested a number of priority actions including Street corridor, the impacts have been controversial among amendments to the zoning ordinance, seeking opportunity for various stakeholder groups, particularly local residents. Concerns Chapter 40R zoning, providing financial incentives, and include traffic congestion, decreased pedestrian safety, impeded advocating for transit improvements. Ultimately, the Town view and access to the riverfront, and unappealing aesthetics adopted the Pleasant Street Corridor District in 2008, which is resulting from large-scale developments perceived as being not described in the section below. set back sufficiently from either the street or the river, although they often are set back further than pre-existing uses. Although One of the goals of the new zoning was to encourage a mix of concerns were raised regarding impeded views and access to the uses including residential, office, research and development, river, it should be noted that visual access is limited from hotel and retail. However, that has not materialized as Pleasant Street as a result of existing buildings, trees, and envisioned, in part because of the recession that began as the topography. Also, access to the river is available, but could be zoning was adopted. Since 2008, several major residential enhanced by better signage.

Residential along Pleasant Street 22 LAND USE

In order to address these issues, it is recommended that the Town consider a number of changes to the district regulations including: f Given that much of the new development along the corridor has f Setbacks from the street should be revisited, as the current build-to been residential, revised zoning should specify that mixed use and line regulation creates concerns when combined with the current commercial development nodes be considered within the district heights. to better match the vision espoused in the 2007 Concept Plan for The building height regulations should more clearly identify the corridor and refine how and where particular uses should be appropriate heights within the district to create context sensitive established. design. The maximum allowable height should be reconsidered at The corridor could be separated into separate “sub-districts” as a the street edge to be lower while allowing buildings to reach the way to maintain the economic diversity along the corridor and current maximum height only if buildings are stepped back a direct future development in a manner that respects the character sufficient distance to avoid sight lines that could create the of the corridor. From the Waltham line to Bridge Street, Pleasant “canyonization” of the corridor along Pleasant Street and along the Street is primarily commercial with the exception of the new Charles River. Additional stories could continue to be considered residential projects such as Repton Place. Bridge Street is a major with greater step backs if development enhancements identified in connecting roadway to Newton. Future development within this the ordinance are included such as public open space, structured node should be considered for commercial or mixed use where any parking, alternative transportation, and conforming with design or residential component is removed from direct frontage on Pleasant sustainability guidelines. Consider flexible and varied setbacks with Street. Between Bridge Street and Rosedale Road, the emphasis respect to the shape of properties should be on commercial or mixed use given that the existing land f Zoning should continue to promote areas along the corridor where use there is primarily commercial. Opportunities to provide breaks should be provided for public access points to the Charles pedestrian connections to the Charles River should be identified, River, as well as view corridors to the river. Opportunities for buffers including use of a Town-owned parcel across from Rosedale Road. and public spaces should continue to be considered for future From Howard Street east toward Watertown Square, the land use development proposals. transitions to a mix of residential until Church Lane, where there are some offices within reused historic buildings adjacent to the f Streetscaping, lighting and other amenities should be provided Square. In order to maintain that character, the existing mix of along the corridor. residential development should be maintained. f Consider implementing a stronger exterior lighting ordinance to f Design guidelines should be established to address issues of control light pollution for the PSCD and other mixed-use districts. building massing, the relationship among the building, street and f Better wayfinding is needed to provide enhanced visual and river, and overall aesthetics. physical access to the Charles River.

The Pleasant Street cross-section diagram (see Figure 2-8) illustrates some of the above-mentioned recommendations.

23 Watertown Comprehensive Plan

Figure 2-8 Define Pleasant Street as an Inviting Riverside Corridor

24 LAND USE

Zoning Regulations vs. Future Land Use (FAR) is 0.75. Within the R1.2 district, the minimum lot size is also 5,000 square feet, but the minimum lot area Land use in Watertown is regulated by the Town’s Zoning per dwelling unit is 1,000 square feet. The maximum Ordinance and Zoning Map. There are currently thirteen general height is 45 feet and the FAR is 1.2. Most of the land zoning districts, including seven residential districts, three zoned for multi-family housing falls within the R.75 business districts, and three industrial districts. In addition, the district, much of which is located around Watertown Town has six special zoning districts. The following is a summary Square. of the different zoning districts based on definitions, the use table and the dimensional regulations. The general zoning f The Cluster Residential district (CR) can be found in two districts do not include purpose sections describing the districts. locations – around the Oakley Country Club along the Town’s border with Belmont and a small area in the Residence Districts western part of town. Single- and two-family homes are allowed by right, while multi-family is allowed with f The two Single Family zoning districts (S-6 and S-10) a special permit with site plan review. Development allow single-family residences only. The minimum lot within the CR district requires a minimum lot size of size in the S-6 district is 6,000 square feet and is 10,000 40,000 square feet and a minimum lot area of 10,000 square feet in the S-10 district. Most of the land zoned square feet per dwelling unit. for single-family in Watertown is S-6.

f Much of the land zoned for residential uses is within Business Districts the Two Family zoning district (T). Both single- and f The Neighborhood Business district (NB) allows some two-family homes are allowed, with a minimum lot size multi-family housing with a special permit with site of 5,000 square feet. plan review, and a variety of business, retail, and f The Single Family Conversion district (SC) allows consumer service uses. New construction or single- family development by right and conversions of conversions in excess of 4,000 square feet requires a single-family to two-family dwellings by special permit. special permit with site plan review. There is no Two-family dwellings are also allowed with a special minimum lot size, the maximum height is 35 feet or 2 permit. The minimum lot size is 6,500 square feet. ½ stories, and the maximum FAR is 0.5. These districts are scattered among various residential neighborhoods f There are two residential multi-family districts (R.75 around the Town and tend to be relatively small. and R1.2), which allow single- and two-family homes by right, and multi-family homes with a special permit f Similar to NB, the Limited Business district (LB) is with site plan review. For the R.75 zoning district, the exactly the same as NB in terms of the Table of District minimum lot size is 5,000 square feet, the minimum lot Regulations. It also does not have a minimum lot size, area per dwelling unit is 1,500 square feet, the but the maximum height is 40 feet or 4 stories and the maximum height is 35 feet, and the Floor Area Ratio maximum FAR is 1.0. The LB district is generally located

25 Watertown Comprehensive Plan

along sections of the Town’s major corridors such as Mt. also consistent between these zoning districts – no minimum lot Auburn St. around Coolidge Square, and Mt. Auburn size and a maximum height of 50 feet or 5 stories. The FAR is 2.0 St., Galen St., and Main St. in the vicinity of and heading for the I-1 and I-2 districts, and 1.0 for the I-3 district except for away from Watertown Square. mixed use developments (where it is 2.0) and for residential uses depending on the lot size in which R.75 and R1.2 regulations f Watertown Square is the location of the Central apply. A special permit can be obtained to increase the FAR up to Business district (CB). Multi-family housing is allowed 2.0. by site plan review (up to three units) or with a special permit with site plan review (greater than three units) as part of a mixed use project where the first floor is a Special Zoning Districts retail or business use. All business, retail and consumer f The Assisted Living Overlay District (ALOD) establishes service uses are allowed, along with offices. Similar to the standards for assisted living projects and the only the other two business districts, a special permit with designation for this district on the zoning map is the site plan review is required for new or expanded location of Brigham House at 341 Mt. Auburn St. businesses greater than 4,000 square feet. There is no f Arsenal Overlay Development District (AODD) minimum lot size requirement, the maximum height is establishes the standards for the orderly conversion 55 feet or 5 stories, and the FAR is 4.0. and redevelopment of the former US Army Materials Technology Laboratory. Additionally, there is a Watertown Square Design Overlay District, which governs façade alterations and signs. In 1989, the Town f The Open Space and Conservancy District (OSC) covers adopted a detailed Watertown Square Design Handbook, the Town’s open spaces and parks, including Mt. focusing on façade improvements, which establishes the Auburn Cemetery and the Charles River Reservation. applicable standards and guidelines. f The Revitalization Overlay District (RO) can be designated by the Town Council to encourage Industrial Districts redevelopment of parcels within the overlay zone. The The Town’s three industrial districts (I-1, I-2, and I-3) are largely only one so designated at this point is along Galen St. located in the eastern portion of town along Arsenal St. south of Watertown Square and encompasses land (including land currently occupied by the Arsenal and occupied by the MBTA bus yard. Specific standards are Watertown Malls), Coolidge Ave., and Grove St. The uses allowed established including a minimum lot size of 10,000 are, for the most part, the same in each of these districts. All square feet and increases in height, FAR and density are three allow both commercial and industrial uses. The main allowed to try to encourage redevelopment.

exception is that heavy industry is permitted in the I-1 district f The Limited Redevelopment District (RD) allows more and the I-3 permits multi-family and mixed use with a special flexibility in the retail uses allowed in the designated permit with site plan review. The dimensional regulations are

26 LAND USE

RD district to encourage revitalization of the property. commercial centers such as Watertown Square and Coolidge The only area zoned RD is on Pleasant St. along the Square as areas to enhance (this also includes some Waltham border. neighborhood retail centers and the Main Street and Mt. Auburn Street corridors), and the Pleasant Street and Arsenal Street f The Religious/School Building Overlay District (R/SOD) corridors as areas to transform. was established to encourage the reuse and redevelopment of former school and religious Figure 2-10 is the Future Land Use Map for Watertown and it buildings. A former church on the corner of School St. provides additional detail to the Land Use Vision. It illustrates the and Mt. Auburn St. has been redeveloped into a future land use designations and shows the changes that are condominium building and the Apartments at envisioned for Pleasant Street and Arsenal Street that are Coolidge School have been built pursuant to this outlined in this chapter of the Plan. Based on these two maps, provision. the future land use designations are described below in Table f The Pleasant Street Corridor District (PSCD) was 2-2. established after the completion of the 2007 Pleasant Street Plan described earlier. The intention was to It is important to re-emphasize that these land use designations encourage a mix of uses, although most of the describe the Town’s existing character and fabric and do not development since adoption of the zoning change has represent wholesale changes to land use in Watertown. Nor are been residential. The maximum FAR in this district is 2.0 they intended to create new zoning districts. Rather, it for mixed use projects and 1.0 for all other demonstrates that future land use changes will be focused along development (some incentives are provided which Pleasant Street (where commercial and residential mixed use will allow the FAR to be increased). The minimum height is be encouraged instead of only residential development) and on 24 feet and the maximum height is 54 feet or 5 stories. Arsenal Street, which will transform from a commercial corridor Height can be increased to 79 feet or seven stories by dominated by large format retail into a regional commercial special permit if certain benefits (open space, mixed use corridor with streetscape and public amenities that connections to the Charles River, structured or make a more inviting place that is also pedestrian and bicycle underground parking, and alternative transportation) friendly. are provided and step backs are incorporated into the design. Parking reductions can be granted by special The recommendations in this Plan address both the use permit as well. The district regulations include design designations and the design elements that will help to transform and environmental sustainability guidelines. both Pleasant Street and Arsenal Street. Additionally, the Plan suggests how neighborhood character can be preserved and Future Land Use their retail centers enhanced.

Figure 2-9 shows the Land Use Vision for the Town that identifies the Town’s residential neighborhoods as areas to preserve, key

27 Watertown Comprehensive Plan

Figure 2-9 Land Use Vision for Watertown

28 LAND USE

Figure 2-10 Future Land Use Map for Watertown

29 Watertown Comprehensive Plan

Table 2-2 Future Land Use Designations

3UHGRPLQDQW )XWXUH/DQG8VH )XWXUH/DQG8VH'HVFULSWLRQ =RQLQJ'LVWULFWV Low Density Residential S-6, S-10 Existing residential areas to be preserved with lower density (between 6,000 – 10,000 sq. ft. lots), primarily single family homes

Medium Density Residential T, SC, LB Existing residential areas to be preserved with medium density on 5,000 – 6,500 sq. ft. lots, primarily where single and two family homes are allowed, including the conversion of single family dwellings into two family

High Density Residential R1.2, R.75, CR Existing residential areas to be preserved with higher density, primarily multi- family and cluster residential development

Residential Mixed Use PSCD, I-3, LB Areas to be enhanced (primarily along the middle portion of Pleasant Street and the Union Market area) with mixed land uses where multi-family residential development is the primary use, along with some retail or office use Commercial Mixed Use PSCD, LB, CB, I-3, NB Areas to be enhanced such as Watertown and Coolidge Squares, and transformed, including parts of Pleasant Street, with mixed land uses where commercial development is the primary use, including light industrial, research and development, office and retail uses, where residential development could be considered in certain areas above or behind commercial components

Neighborhood Commercial LB, NB, T, S-6 Commercial clusters serving local residential neighborhoods featuring neighborhood retail businesses that are to be enhanced

Regional Mixed Use I-1, I-3 Area along the Arsenal Street corridor that is to be transformed and has some existing residential uses, but where a mix of retail (large and small scale) office, and research and development uses serve a regional market area

Schools and Community OSC, PSCD, I-3 , T Areas set aside for schools, municipal facilities, parks and open spaces where Amenities the land uses are to be preserved and the facilities enhanced

Industrial I-2 Areas designated predominantly for industrial uses that are likely to remain mostly unchanged

Office/Industrial Mixed Use I-2, I-1 Areas of mixed commercial and industrial use with primarily office, light industrial and research and development uses in various areas, including areas that are to be transformed along Arsenal Street, creating a vibrant business atmosphere

30 LAND USE GOALS

The Land Use Element addresses the future land use direction for Watertown’s main corridors, commercial centers and residential neighborhoods. Based on input received during the public outreach process and the baseline assessment, the following land use goals have been established.

Goal 1 Goal 4 Address design issues along the major corridors and Establish criteria for development along Pleasant and Watertown and Coolidge Squares that enhances Arsenal Street to ensure projects are sensitive to the aesthetics while preserving neighborhood character. Charles River and public ways.

Goal 2 Goal 5 Through the use of innovative zoning tools, Maintain existing character of residential encourage Watertown’s business districts to thrive neighborhoods. by redeveloping vacant or underutilized parcels and allowing a mix of businesses that attract foot traffic.

Goal 3 Identify strategies to develop and maintain economic vitality within major squares and corridors with a diverse mix of innovative business and residential choices.

31 Watertown Comprehensive Plan RECOMMENDATIONS

Goal 1. Address design issues along the major corridors and Watertown and Coolidge Squares that enhances aesthetics while preserving neighborhood character.

A. Enhance building, parking, and streetscape aesthetics by districts. Design should consider a project’s relation to the adding design and landscaping standards to the Limited Square, its streetscapes, and those projects that enhance and Central Commercial district regulations, including the Square should be encouraged. provisions for public art. G. Encourage uses that will bring interest and vitality to B. Incorporate ‘green’ building practices to encourage energy Watertown Square, attract foot traffic and increase street efficiency and that projects are planned, designed, life. Utilize cultural assets and uses to seed this process. constructed, and managed to maximize positive environmental benefits. This would include: H. Reinforce Watertown Square as a Town Center.

1. Low impact development standards to reduce and I. Make the streets in Watertown Square more connected retain stormwater on-site through advancing Complete Streets strategies. 2. Energy efficient design inside and outside of the buildings J. Study Watertown Square to identify transportation 3. Consider using tools like LEED criteria for green enhancements that are possible to enhance traffic, safety, buildings or other programs to recognize leadership in operations and parking. green building. K. Consider options for a Conceptual Master Plan for the 4. Amenities that promote health and wellness Arsenal Street Corridor, to guide the revision of zoning, 5. Support successful commercial use of existing historic transportation planning, investments in public spaces and neighborhood business blocks. amenities, infrastructure planning, promotion of economic development, design standards, and integration with F. Update the Watertown Square Design Handbook and adjacent neighborhoods. relevant sections of the zoning ordinance to include signage and street façades and extend to other business

32 LAND USE

Goal 2. Through the use of innovative zoning tools, encourage Watertown’s business districts to thrive by redeveloping vacant or underutilized parcels and allowing a mix of businesses that attract foot traffic.

A. Within the squares, consider strategies to create a diverse (or shared parking) are examples of the types of retail mix with shopping and dining choices to encourage incentives that can be applied to this type of foot traffic and browsing of restaurants, cafes, retail redevelopment. boutiques, and bookstores. Consider incentives such as 2. Work with prospective developers to assess the specific expedited permitting to encourage mixed-use obstacles to expanded reuse and/or redevelopment of development where appropriate and allow for increased historic and other existing properties, and create density in Watertown Square. public/private partnerships to address those obstacles. 3. Consider flexible minimum lot size and frontage B. Support infill and redevelopment of vacant/underutilized requirements to encourage infill development. sites.

1. Consider flexible zoning standards that allow developers to adapt to existing site constraints. Density bonuses, mixed uses, and reduced parking standards

33 Watertown Comprehensive Plan

Goal 3. Identify strategies to develop and maintain economic vitality within major squares and corridors with a diverse mix of innovative business and residential choices.

A. Develop an inventory of and strategy for reusing vacant or E. Consider transit-oriented mixed use development around abandoned properties, and provide incentives for those the site currently occupied by the MBTA yard. A number of properties to be redeveloped. buses go through this yard on a daily basis and there may be opportunities to redevelop some of the land utilized by the B. Establish design guidelines appropriate to proactively plan MBTA. When that land becomes available, it should be zoned for redevelopment within Watertown’s squares and for higher density mixed use development with retail uses corridors.. The guidelines should focus on the building that cater to the needs of commuters and have reduced massing, setbacks and streetscape/landscaping parking standards in light of the onsite mass transit improvements to ensure an attractive and healthy connections. connection with the street. Parking should be removed to the rear of the buildings. F. To enhance the vibrancy of Watertown Square, consider options to make connections and streetscape improvements C. Develop zoning changes described earlier in the Arsenal on the south side of the river, and explore opportunities for Street Corridor subsection of this element. The objective is the MBTA yard for TOD and/or multi-modal enhancements. to ensure that future land use along the corridor emphasizes commercial, office and retail development and protects and G. Develop options to make Watertown Square more enhances a transition between Arsenal Street and the pedestrian friendly and safe. abutting residential neighborhoods. Any mixed use development should consider a minimum required H. Identify and design Town gateways to clearly mark entrances percentage of commercial space, and purely residential into Watertown and to support the town identity. development should not be allowed. Other changes could include allowing multi-family residential, retail and I. Improve pedestrian links from Watertown Square to the structured parking; reducing the setbacks to allow buildings River. to be built to the street line; revising the required open space set aside to be used as a civic amenity; and updating J. Enhance the vibrancy of Watertown Square by designing the parking standards. and building a multipurpose trail system, including enhancing the existing riverwalk and programming D. Consider design guidelines for new construction and additional activities. proposed improvements to existing buildings to protect and retain the local historical context (prevailing streetscape and the traditional building styles found in the neighborhoods), and to enhance landscaping (6/18/14 Forum). 34 LAND USE

Goal 4. Establish criteria for development along Pleasant and Arsenal Street to ensure projects are sensitive to the Charles River and public ways.

A. Consider options for differentiating uses that are By Right E. Consider options for refining the Pleasant St. Corridor and By Special Permit. District by identifying areas where mixed-use is mandatory and where only commercial development is incentivized. B. Consider revisions to height requirements to allow only the Also consider this for the Arsenal Street Corridor. first several stories of a building be built to a build-to-line, and require additional stories to be stepped back a F. Provide development incentives to encourage preservation sufficient distance to improve sight lines. Also, consider and restoration of historic buildings in addition to the options for increasing setbacks from the sidewalk. other incentives provided in the district.

C. Consider options for allowing additional stories with G. Provide for public access, as well as visual corridors, to the further step backs if development enhancements are Charles River where practicable. provided. Incentives for the additional height could include historic preservation renovations, providing public and/or H. Seek opportunities to bury utility lines where possible. visual access to the Charles River, developing a mixed use project, and including greater than the minimum affordable housing as part of the development, for example.

D. Ensure projects are sensitive to the Charles River along Pleasant St. The step backs should apply along Pleasant St. and for any buildings on the Charles River side. Consider increases in the rear setbacks and landscaping requirements for buildings along the Charles River and in transitions zones abutting single and two-family residential neighborhoods.

35 Watertown Comprehensive Plan

Goal 5. Maintain existing character of residential neighborhoods.

A. Consider revising zoning requirements for conversions of C. Enhance streetscape amenities, crosswalks and traffic single- to two-family homes in the CR, SC, T, R.75 and R1.2 calming measures (see Chapter 2 - Transportation, districts to determine whether the locations of such Circulation and Parking). conversions should be specified within those districts. Restrictions similar to those in the T-zone could be D. Continue to require new development to include considered in other districts in order to avoid conversions sidewalks, and to connect to municipal sidewalks where that are out-of-scale when compared to the neighborhood feasible (see Chapter 2 - Transportation, Circulation and in which the home is located. Parking).

B. Reconsider allowing accessory units, including in separate E. Develop basic design criteria for roof types, dormers, street structures (such as carriage house conversions), as these façade, and encroachments into setbacks (overhangs, open would be opportunities to provide additional units without porches, etc.). tearing down or substantially adding on to an existing single family.

36 LAND USE

Additional Zoning Considerations

A. New construction or conversion from one use to another in D. Site Plan Review is conducted by the Planning Board and excess of 4,000 square feet generally requires a special the Special Permit Granting Authority is the Board of permit with site plan review. This is a relatively low Appeals. In order to simplify some of the permitting threshold and probably captures projects with very little processes, the Town could consider consolidating the real impact to adjacent properties. The Town could special permit and site plan review process so that the consider raising the threshold for a special permit and site Planning Board is the sole review and permit granting plan review, and should contrast and compare with other authority. To further streamline the process, the Town similar jurisdictions at that time. could consider designating certain projects as “minor” projects requiring only an administrative review by staff or B. The zoning ordinance categorizes all retail uses the same be limited to a single meeting by the reviewing authority. way in the Table of District Regulations. Since not all retail uses have the same impacts in terms of traffic generation E. Consider increasing the amount of open space/green and parking requirements, the Town should differentiate space required for larger scale new development. retail uses in more detail. For example, convenience and grocery stores are different from other retail stores such as shoe and clothing stores. Thus, projects that will generate more traffic and parking can be mitigated properly.

C. The parking standards should be reviewed and updated to reflect current best practices, including considering options for parking reductions, clarifying the shared parking provisions and allowing off-site parking. The breakdown of land uses in the parking regulations is more detailed than in the Table of District Regulations, so there is no consistency between the two. In some districts, it appears as if the parking requirements are additive if mixed uses are proposed (i.e. in the RO district).

37 Watertown Comprehensive Plan

38 Mt. Auburn Street @ Watertown Square TRANSPORTATION

TRANSPORTATION 3

Introduction The Town of Watertown is located in Middlesex County of Watertown Street/Galen Street/Mt. Auburn Street (Route 16) eastern Massachusetts. The community is bordered by Boston and Cambridge to the east, Belmont to the north, Waltham to An arterial roadway that bisects the Town and provides north- the west and Newton to the south. Watertown is approximately south mobility and is one of four roadways that cross the Charles six miles west of downtown Boston. The roadways in the River in Watertown. community offer excellent local access and mobility; however, the community is somewhat isolated from the regional Arsenal Street transportation network. Roadways that are classified as arterial An arterial roadway on the easterly side of Town that provides roadways within Watertown are summarized below. An arterial east-west mobility and serves as a principal retail, commercial roadway is typically used for mobility more so than access. and industrial corridor.

Main Street/North Beacon Street (Route 20) Galen Street

An arterial roadway that bisects the Town and provides east-west The Watertown portion of Galen Street that is not part of Route mobility to the regional highway system; I-95 to the west and 16 is an arterial roadway that provides north-south mobility and Interstate 90 / Massachusetts Turnpike to the south. access to the Interstate 90 / Massachusetts Turnpike via Newton.

39 Watertown Comprehensive Plan

Figure 3-1 Roadway Network/Jurisdiction Map

pj j p j

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Road Type by Ownership Source: Watertown Assessor's Database May 2013 MassDOT-owned Roads DCR-owned Roads Town-owned Roads Comprehensive Plan Watertown, MA

40 TRANSPORTATION

Belmont Street/ Orchard Street Figure 3-1 illustrates the Watertown transportation network. While Watertown does not have direct access to the commuter An urban minor arterial that runs east-west along the Belmont rail, each of the adjacent towns offers access to commuters Watertown line. Orchard Street intersects near Belmont Street/ traveling east to Boston, or west to a variety of destinations. In Lexington Street near the Belmont Town line, but traverses addition, the Massachusetts Bay Transportation Authority (MBTA) southeasterly toward (and eventually intersecting) Common provides eight bus routes along Galen Street, Mt. Auburn Street, Street. Arsenal Street and Main Street.

Common Street Prior planning efforts locally and regionally have identified a A collector roadway that provides a north-south route to number of challenges for the community; which need to be Belmont Center and traverses southerly intersecting Mt Auburn taken into account as part of this plan so that future Street. improvements can be focused on.

Nonantum Road During outreach meetings with the community, Town officials, and online surveys, a number of transportation themes were A two-lane arterial roadway that travels east-west along the identified, including: south side of the Charles River between Watertown and Newton. f Safety: there are seven intersections/roadways in Town This roadway provides a connection to Route 20 and Soldiers that may be eligible for Highway Safety Improvement Field Road to the east. Program (HSIP) funding through MassDOT/ FHWA, which are listed later in the chapter; Greenough Boulevard f Congestion: there is extensive vehicle queuing and A four-lane arterial roadway that travels north-south along the delay in Watertown Square and along Main Street due Charles River between Arsenal Street and Memorial Drive (Route to the significant commuter traffic in Town, and it 3) in Cambridge; planted medians are located leading up to the appears that most of this traffic is actually traveling intersection of Arsenal Street. through Watertown to other destinations in adjacent communities; There are a number of other significant streets that serve the community, these “collector” roadways, which connect local f Function: due to congestion on major roadways/ roads to arterials, include: Pleasant Street, Waltham Street, intersections, drivers are seeking alternative routes Howard Street, Myrtle Street, Green Street, Lexington Street, through local roadways that are more residentially Waverly Avenue, Summer Street, Church Street, Walnut Street, developed; Charles River Road, School Street, Dexter Avenue, Nichols f Multi-modal: not all roadways within Town Avenue, Arlington Street, Coolidge Avenue, California Street and accommodate bicycles or have bus routes; Jackson Road. The locations of the arterial, collector and local roadways are illustrated later in this chapter. 41 Watertown Comprehensive Plan

f Implementation: need a plan to address existing issues and land use efforts in town and the region to ensure that and future transportation concerns; and recommendations are consistent and complementary. Regional planning agencies (RPAs) play a key role in the development and f Corridor use experience: lack of streetscape and more execution of any municipality’s planning efforts. As overseers of oriented to the automobile. a larger area, RPAs help ensure that regional plans are This Transportation Element identifies the range of complementary to each community. The Metropolitan Area transportation issues, needs, and deficiencies over the near and Planning Council (MAPC) is the RPA to which Watertown belongs. long-term and establishes goals and strategies for physical The MAPC also provides support for the Boston Region enhancements and policies that should be implemented. Metropolitan Planning Organization (BRMPO). The past studies/ plans worth noting include:

Baseline Assessment BRMPO Regional Bicycle Plan (2007): The Boston MPO Regional Bicycle Plan outlines a number of goals and strategies related to Regional Context bicycle travel for the future of the region. This plan was structured off the MAPC Regional Bicycle and Pedestrian Plan Watertown is positioned on the westerly edge of the cities of (1997) and the Massachusetts Statewide Bicycle Transportation Boston and Cambridge, bordering Boston’s neighborhoods of Plan (1998). The following summarizes the regional goals: Allston and Brighton. The Town also borders Newton to the south, Waltham to the west, and Belmont to the north, all of f Encourage more trips by bicycle in each community; which produce significant through traffic. Local roadway f Make bicycling and bicycle accommodations a part of connections that lead to the regional network are provided via “standard operating procedure”; Route 20, Route 16, Arsenal Street and Galen Street. The Massachusetts Turnpike (Interstate 90) runs just south of the f Improve evaluation and prioritization of bicycle project Town and can be accessed in Newton, via Galen Street, and in proposals; Allston, via North Beacon Street (Route 20). Route 2 is located to f Assist and encourage local initiatives; the northeast and can be accessed via Mt. Auburn Street (Route 16) or via Belmont. While the town is positioned close to other f Work with state and federal agencies to simplify and major urban centers, Watertown is a center for business and coordinate funding programs; commerce. f Increase regional knowledge about bicycling; and

f Improve the time and cost efficiency of the Background transportation system; Regional Planning Path’s to a Sustainable Region BRMPO Long-Range Transportation For the development of this Comprehensive Plan, it is important Plan – Needs Assessment (2011): The BRMPO Long-Range to acknowledge and understand past transportation planning Transportation Plan summarizes existing transportation 42 TRANSPORTATION conditions within the region as well as providing a needs Local Master Plans: Several abutting cities and towns have assessment for the specific locations in the region. Route 20 and conducted planning studies in recent years, including: Route 16 in Watertown were listed as having priority intersections f Belmont (2010): The Town of Belmont’s Comprehensive as part of the assessment. The following summarizes some of the Plan was approved in April 2010 and focuses regional transportation related goals and needs identified as part predominantly on Land Use and Zoning issues. Specific of this study: elements focus on Historic Preservation, Commercial f Envisions a highway system that is well maintained and Development, Open Space, Transportation & Energy, has less congestion and fewer severe crashes. Route 16 Housing and Public Facilities & Finance. Several issues in Watertown was noted as a critical bottleneck area. relevant to Watertown were noted including:

f Envisions a transit system that is safe and maintained in f Advocating for improved transit connections a state of good repair and generates greater use to between Belmont and Watertown Center;

reduce auto dependency and emissions causing f Investigating connections to existing and proposed climate change. The lack of transit service in portions of bicycle trails in Waltham and Cambridge; and Watertown was noted as an issue to watch. f MBTA is considering eliminating one of the existing

f Envisions a transportation system in which all freight commuter rail stations in Belmont due to lack of modes operate efficiently. users.

f Calls for linking bicycle, pedestrian and transit facilities f Waltham (2007): The Waltham Community in a network, increasing the use of sustainable modes Development Plan was finalized in June 2007. The Plan and improving options and accessibility for all modes of was developed by the Metropolitan Area Planning transportation. The lack of roadways with on-road Council (MAPC) in connection with the Central bicycle accommodations was noted as a concern. Transportation Planning Staff (CTPS) and the Waltham Planning Department. The main objective called out f Envisions a transportation system that provides that Watertown is working with DCR on the long-range affordable transportation options and accessibility and plan for extending the Charles River Greenway. does not inequitably burden any particular group. f Harvard University, Allston Campus: Harvard BRMPO Newton Corner Rotary Study Phases I & II: While located in University’s Institutional Master Plan was approved by the adjacent community of Newton, the Newton Corner the Boston Redevelopment Authority (BRA) in October interchange is a critical node for regional transportation. This 2013. Development in this area will likely increase traffic interchange; which controls access to and from the volumes on major east-west roadways in Watertown Massachusetts Turnpike (Interstate 90), is one of the major such as Arsenal Street and North Beacon Street (Route controlling points for vehicles entering or leaving Watertown to 20); however, an assessment of Watertown’s the south. transportation network was not conducted.

43 Watertown Comprehensive Plan

While these plans focus on specific issues to their community, Bicycle Accommodation Master Plan and Bicycle Parking Plan: The each has several similar underlying goals: purpose of the plan, prepared in 2002, was to recommend bicycle accommodations including bike lanes on Watertown f Improved traffic safety; roadways, signage and directional devices, roadway designs, and

f Upgraded facilities and access for pedestrians and safety improvements. The focus of the plan was to review cyclists; existing conditions for bicycle accommodations on selected roadway corridors, identify key destination points, and establish f Adopt complete streets methodologies; and a town wide bicycle network.

f Pursuit of a wide-range of funding sources. Watertown Square Parking Study: A draft plan was prepared a few Local Planning years ago, but there was no consensus on how the Town should proceed. Parking in Watertown Square continues to be an issue For the development of a Comprehensive Plan, it is also that should be addressed because parking constraints can important to acknowledge and reflect on previous plans hamper future development in the Square. This makes it difficult developed in town. The Town of Watertown has undertaken to achieve the vision for the Square with a wider variety of retail, several planning efforts, often with the assistance of residents, restaurant and other uses designed to attract people to visit. citizen organizations, and volunteer groups; over the past ten years that should be noted and referenced, these include: The Watertown Community Path: The State completed a portion of a multi-use path in 2010 from School Street west to Arlington Street with a planned extension to Fresh Pond in Cambridge. The Watertown Community Path is intended to develop a similar multi-use path that would run east-west from the Charles River near Howard Street, through Watertown Square and connect to the completed portion of the State path at School Street and Arsenal Street. The intent is to provide a connection to the 18-mile Charles River Reservation Path and the 11-mile Minuteman Bikeway. Some of the recommended actions include the following:

f Incorporate the Community Path into the Town’s Comprehensive Plan;

f Begin to complete sections as redevelopment occurs;

Planned sections of the Watertown Community Path study f Design portions that are not subject to redevelopment Image source: Town of Watertown opportunities; and

44 TRANSPORTATION

f Place portions under Town control into the CIP for The majority of the roadway system falls under the jurisdiction of construction to provide the most critical connections in the Town of Watertown (74 miles, or 92.5 percent). The the short term, and a complete corridor in the long Department of Conservation and Recreation (DCR) controls the term. next highest percentage of roadway within the Town (4 miles, or 5.0 percent), as it controls Charles River Road, Nonantum Road Existing Conditions and Greenough Boulevard. The state owned roadways include the segment of Route 20 (Main Street) between the Waltham city Mobility in and around Watertown is the central theme of the line and Myrtle Street, as well as multiple bridges. Transportation Element of the Comprehensive Plan. The sections below discuss the components that comprise the existing The functional classification of roadways in Watertown is transportation network in Watertown. During the community depicted on Figure 3-2 and summarized in Table 3-2. A roadways outreach sessions, several major assets were identified for functional classification indicates its design function to serve Watertown. It is important to note these so that as the existing local demands with multiple driveways to maximize access; or to transportation conditions are reviewed, one can begin to serve regional demands with limited access points to maximize strategize on how to capitalize on these assets. The proximate mobility. location to Boston and the Charles River were most important in this regard. Table 3-2 Functional Classification of Roadways in Watertown

Roadway Jurisdiction/Functional Classification )XQFWLRQDO&ODVVLILFDWLRQ /HQJWK PLOHV  /HQJWK   Interstate 0 0 The jurisdiction of roadways in Watertown is depicted on Figure Arterial 12 15 3-1 and summarized on Table 3-1. The jurisdiction of a roadway Collector 11 14 indicates the ownership and responsibility for maintenance, Local Roadways 58 71 enhancements, and repairs. 7RWDO  

Source: Office of Geographic Information (MassGIS), Commonwealth of MA Information Table 3-1 Jurisdiction of Roadways in Watertown Technology Division

5RDGZD\2ZQHUVKLS /HQJWK PLOHV /HQJWK   The majority of the roadways in Watertown are classified as local 7RZQRZQHGURDGV   type roadways, with approximately 58-miles, or 71-percent of the 0DVV'27RZQHGURDGV   all roadway miles (81-miles in all) in Town. Arterials and '&5RZQHGURDGV   Collectors follow as the second highest; which each comprise 8QDFFHSWHGURDGV   12-percent of the roadway network. There are no Interstate 7RWDO   roadways in Town, and as such Route 20 and Route 16 provide

Source: Office of Geographic Information (MassGIS), Commonwealth of MA Information mobility through Town, while Main Street and Arsenal Street Technology Division provide access to a significant amount of retail and commercial 1. All values are approximate. 2. Does not include driveways/internal roadways (totals approximately 24.5 miles) type land uses.

45 Watertown Comprehensive Plan

Figure 3-2 Roadway Functional Classification/Multi-Use Path Map

46 TRANSPORTATION

Roadway Network City Line. Main Street also serves as a principal commuter route to Boston for residents of Watertown, Waltham and communities Vehicular traffic in Watertown is carried on several key roadways. further to the west. The portion of Main Street between the The major northeast-southwest roadway in Watertown is Mount Waltham City Line and Myrtle Street is under MassDOT Auburn Street (Route 16), and the major east-west roadways are jurisdiction. Route 20 from the Waltham line to Watertown Main Street (Route 20), North Beacon Street (Route 20), Pleasant Square is part of the National Highway System (NHS). Street and Arsenal Street. Belmont Street runs along the northern perimeter. North Beacon Street (Route 20) North Beacon Street (Route 20) provides the primary east to west Two regional roadways travel through the Town: U.S. Route 20 in access between Watertown Square and the City of Boston. North the east-west direction and MA Route 16 in the north-south Beacon Street is a two-lane roadway with striped bicycle lanes direction. These roadways provide local access to Interstate 90 and on-street parking provided on both sides for the majority of (MassPike), and Interstate 95. its length. Sidewalks are also provided on both sides of the roadway along its entire length. The land use and roadway It is noted that there are a number of other significant roadways characteristics along North Beacon Street vary between in town, these “collector” roadways include: Pleasant Street, commercial, industrial, institutional and residential type uses. Waltham Street, Howard Street, Myrtle Street, Green Street, Similar to Main Street, North Beacon Street also serves as a Lexington Street, Waverly Avenue, Summer Street, Church Street, principal commuter route to Boston for residents of Watertown, Walnut Street, Charles River Road, School Street, Dexter Avenue, Waltham and communities further to the west. Nichols Avenue, Arlington Street, Coolidge Avenue, California Street and Jackson Road. All arterial, collector and local roadways Mt. Auburn Street (Route 16) are illustrated in the Roadway Functional Classification map Mt. Auburn Street (Route 16) provides a southwest to northeast presented in this chapter. access between Watertown Square and the City of Cambridge, as well as providing access to the regional roadway and transit The following section provides an overview of the major and network beyond the Town. Mt. Auburn Street is a narrow minor arterial classified roadways in Town. four-lane roadway with on-street parking provided on at least one side for the majority of the roadway for its entire length and Main Street (Route 20) two-sides for short segments. Sidewalks are also provided on Main Street (Route 20) provides the primary east to west access both sides of the roadway along its entire length. The land use between Watertown Square and the City of Waltham and and roadway characteristics along Mt. Auburn Street vary beyond to Interstate 95. Main Street is a two-lane roadway with between commercial, institutional and residential type uses. Mt. on-street parking provided on both sides. Sidewalks are also Auburn Street serves as a principal commuter route between provided on both sides of the roadway along its entire length. Watertown, Cambridge and communities further to the north Land use and roadway characteristics along Main Street vary and east. Route 16 from Watertown Square to Cambridge is part from local retail and restaurants in the area of Watertown Square, of the National Highway System (NHS). to residential uses as the corridor moves towards the Waltham 47 Watertown Comprehensive Plan

Arsenal Street Nonantum Road Arsenal Street provides an alternate east-west route between Nonantum Road is a two-lane arterial roadway that travels Watertown Square and the City of Boston, with indirect access to east-west along the south side of the Charles River between the City of Cambridge. Arsenal Street begins as a two-lane Watertown and Newton. This roadway provides a connection to roadway at its westerly end, before transitioning to a four-lane Route 20 and Soldiers Field Road to the east and consists of roadway just west of School Street. Starting at Louise Street, mostly industrial/ commercial type uses along with the MBTA striped bicycle lanes are provided for a length of approximately bus maintenance facility. 800-feet before transitioning to a shared use path ending at School Street and providing a connection to the Watertown Greenough Boulevard Greenway path. A sidewalk is provided on both sides of roadway Greenough Boulevard is a four-lane arterial roadway that travels for its entire length. The land use and roadway characteristics along the Charles River between Arsenal Street and Memorial along Arsenal Street vary between commercial, retail and Drive (Route 3) in Cambridge; planted medians are located industrial uses. leading up to the intersection to Arsenal Street and there are no land uses that intersect this section of the boulevard; although Belmont Street/ Orchard Street Grove Street intersects the boulevard just south of the Belmont Street, while not entirely in Watertown, is an important Cambridge line. Current plans call for limiting most segments corridor that runs along the Belmont Watertown line. Not only through lane reductions and maintaining intersections, while does this roadway serve as a busy commuter roadway, but it expanding the adjacent pathway and open space. connects Watertown with residential neighborhoods and community business centers in Watertown and Belmont. Land Vehicular Traffic use on the Watertown side of Belmont is predominantly To gain an understanding of existing travel patterns, historical residential, although there is some commercial activity as it nears traffic data and transportation mode choice data were obtained. the intersection with Mt. Auburn Street. Orchard Street; which intersects the Belmont Street/ Lexington Street area consists

primarily of residential homes; in addition, there are numerous Traffic Volumes Table 3-3 summarizes traffic volumes on various roadways residential side streets intersecting Orchard Street. The Town’s throughout Watertown using MassDOT7 historical traffic volume Department of Public Works and Victory Field are also located on data and traffic volume data collected in the town for other this roadway; which eventually intersects Common Street to the transportation or development projects. The volumes southeast. summarized below are being provided for the town’s future reference when assessing future growth along some of the Common Street town’s major corridors. Common Street runs in a north-south direction that runs from Mt. Auburn Street over Meeting House Hill to Cushing Square on the Watertown – Belmont town line to Belmont Center. It carries 7 http://www.mhd.state.ma.us/default.asp?pgid=content/traffic01&sid=about, accessed local residential and business-oriented traffic as well as serving October 12, 2010 as a significant commuter route. 48 TRANSPORTATION

Table 3-3 Traffic Volumes on Select Roadways in Watertown

Average Daily Route Source Count Date Traffic Volume1 Galen Street south of the Charles River MassDOT 2013 42,800 Route 20 between Spring and Church Streets MassDOT 2009 24,800 Mt Auburn Street, northeast of Common Street WorldTech 2010 23,380 Arsenal Street, east of Elm Street VAI 2014 21,000 Route 20 between Lexington and Olney Streets MassDOT 2009 20,700 Mt. Auburn Street, east of Arsenal Street Conley Associates 2013 17,500 Route 20 between Beal and Brigham Roads MassDOT 2009 15,600 Pleasant Street, east of Howard Street Conley Associates 2010 11,800 Arlington Street MassDOT 2012 10,000 Greenbough Boulevard, east of Grove Street VHB 2014 12,400 Greenbough Boulevard, west of Grove Street VHB 2014 9,500 School Street MassDOT 2012 7,300

Source: Historical MassDOT and traffic study traffic count data 1. Average daily traffic volumes expressed in vehicles per day (vpd). Traffic on Galen Street was projected based upon a 0.5% perear y growth rate, from the year 1990. The total traffic in 1990 was 38,130.

Journey-to-Work Table 3-4 Census Journey-to-Work Data for Watertown Residents A review of the most recently available US Census American /RFDWLRQRI(PSOR\PHQW 3HUFHQWRI5HVLGHQWV Community Survey journey-to-work data8 for Watertown %RVWRQ  residents and employers reveals commuting trends - specifically :DWHUWRZQ  work location and mode choice. Tables 3-4 and 3-5 summarize these data. &DPEULGJH  :DOWKDP  Approximately 25 percent of the 18,918 Watertown residents 1HZWRQ  surveyed commute to Boston; which is significantly higher than /H[LQJWRQ  the 17 percent of residents that remain in Watertown. Following %XUOLQJWRQ  Boston the top commute single destinations outside Watertown %HOPRQW  were the adjacent communities of Cambridge (12 percent), Waltham (8 percent) and Newton (6 percent). The remaining RWKHUFRPPXQLWLHV WRWDOHG   commuting destinations represent a variety of Massachusetts Source: U.S. Census Bureau, 2000 Census Journey-to-Work Data 1. Other towns and cities not listed comprise one percent or less each of employment locations of Watertown residents. 8 U.S. Census Bureau, 2006-2010 American Community Survey 49 Watertown Comprehensive Plan

Approximately 25 percent of the 18,918 Watertown residents Approximately 21 percent of 15,753 Watertown workers also live surveyed commute to Boston; which is significantly higher than in Watertown. Approximately 12 percent of people employed in the 17 percent of residents that remain in Watertown. Following Watertown resided in Boston, while the next three top locations Boston the top commute single destinations outside Watertown were all Cities adjacent to Watertown (8 percent in Waltham, 4 were the adjacent communities of Cambridge (12 percent), percent in Newton, and 4 percent in Cambridge). The majority of Waltham (8 percent) and Newton (6 percent). The remaining the remaining locations of residence of employees of Watertown commuting destinations represent a variety of Massachusetts are within Middlesex County or other areas of eastern cities and towns, the majority of which are located in Middlesex Massachusetts. The table above illustrates five other County and within 15 miles of Watertown. The table above communities that have between two and three percent of summarizes three other communities (Lexington, Burlington and workers in Watertown. The balance of the workers in Watertown, Belmont) that draw approximately two percent of residents or approximately 39 percent, traveled from 202 other working outside Watertown. The balance of the residents, or communities. approximately 26 percent, worked in a total of 124 other communities. Mode Choice Similar to the journey-to-work evaluation, Table 3-6 summarizes The journey-to-work census data was also reviewed to determine the mode choice for Watertown residents. where people live who commute to Watertown; Table 3-5 summarizes this data. Table 3-6 Watertown Journey-to-work Mode Choice 0RGH 3HUFHQWRI(PSOR\HG5HVLGHQWV Table 3-5 Census Journey-to-Work Data for Watertown Employees Single-Occupant Automobile 68% /RFDWLRQRI5HVLGHQFH 3HUFHQWRI(PSOR\HHV Multiple-Occupant Automobile 8% Watertown 21% Transit 15% Boston 12% Walk / Bicycle / Other 4% Waltham 8% Work at Home 5% Total 100% Newton 4% Source: U.S. Census Bureau, 2007-2011, American Community Survey Cambridge 4% Somerville 3% Approximately 76 percent of Watertown residents take a car to Belmont 3% work – either alone (68 percent) or with others (8 percent). Medford 2% Approximately 15 percent of Watertown residents use public Arlington 2% transportation, while approximately 4 percent walk, use a bicycle Brookline 2% or commute via other means. 202 other communities (totaled) 39%

Source: U.S. Census Bureau, 2000 Census Journey-to-Work Data The low walk/bicycle mode share for Watertown residents and 1. Other towns and cities not listed comprise one percent or less each of resident locations of workers reflects that the majority of Watertown residents likely Watertown employees. work outside of the Town. 50 TRANSPORTATION

Safety on the 2008 and 2009 list of Top 200 Intersection Clusters for the region. Potential transportation safety issues in the Town of Watertown were identified through the MassDOT crash cluster database; In 2007, MassDOT began a Road Safety Audit (RSA) program to which depicts locations in town that could be considered eligible study roadways in which fatal and incapacitating injuries had for safety funding under the Highway Safety Improvement occurred. Today the RSA program has become an integral part of Program (HSIP). their HSIP program. MassDOT now requires that all HSIP locations have a RSA performed to determine if they are eligible A total of seven locations in Watertown could meet the 2010 for HSIP funding. As noted above, seven locations could be HSIP eligibility requirements. The locations, in no particular eligible for funding if a RSA was performed and improvements order, include: justified. 1. Watertown Street (Route 16) at Galen Street/Nonantum Road, where 34 incidents were identified including 8 Traffic calming measures are something that should be injuries; considered to help address safety issues. They consists of 2. Route 16 at Route 20 (i.e. Watertown Square) where 34 physical design and other measures, including narrowed roads, incidents were identified including 9 injuries; raised tables, enhanced crosswalks, etc., put in place on roads for the intention of slowing down or reducing motor-vehicle traffic. 3. Mt. Auburn Street (Route 16) at Irving Street/Palfrey The intent is to slow traffic and make the area safer without Street, where 18 incidents were identified including 8 reducing roadway capacity to a great extent. injuries; 4. Arsenal Street at Greenough Boulevard (south), where Transit 32 incidents were identified including 12 injuries; The availability of public transit provides greater mobility to 5. Mt. Auburn Street (Route 16) at Mt. Auburn Cemetery/ populations that do not have access to a private automobile Aberdeen Avenue (Cambridge), where 28 incidents such as low income, disabled community, young adults, and the were identified including 8 injuries; elderly. The MBTA is responsible for public transportation 6. Watertown Square (pedestrian cluster), where 9 services within the region. While Watertown does not have direct incidents were identified including 8 injuries; and access to the commuter rail, each of the adjacent communities 7. Main Street (Route 20) – Whites Avenue to Mt. Auburn offers access to commuters traveling east to Boston, or west to a Street (bicycle cluster) where 9 incidents were variety of destinations. In addition, the MBTA currently provides identified including 8 injuries. nine fixed bus routes that pass through Watertown, with eight of the nine passing through either Watertown Square or the As can be seen in the list above, Watertown Square is listed Watertown Transit Yard at Nonantum Road; which is on the separately as a crash cluster for vehicles, pedestrians and southerly side of the Charles River. bicycles. This location was ranked 137th and 193rd, respectively,

51 Watertown Comprehensive Plan

Several of the MBTA bus routes experience capacity issues during Route 70 –Central Square, Waltham/University Square, Cambridge: rush hour service. This has raised concerns regarding the ability This route runs between Central Square in Waltham and to serve and support future economic development efforts University Square in Cambridge, via Main Street, Watertown ongoing in the Pleasant Street and Arsenal Street corridors. Square and Arsenal Street. The headway for this route varies between 10 and 30 minutes. The nine current bus routes are: Route 70a –Central Square, Waltham/University Square, Cambridge: Route 502 – Express Bus Watertown Yard/Copley Square, Boston: This route runs between Lincoln Street in Waltham and This route runs between the Watertown Transit Yard and Copley University Square in Cambridge, via Main Street, Watertown Square in Boston, via Newton Corner and the MassPike. The Square and Arsenal Street. This route does not run on Sundays. headway, or spacing between the buses, for this route is 8 The headway for this route varies between 30 and 60 minutes. minutes in the morning and 15 minutes in the evening. Route 71 –Watertown Square/Harvard Station, Cambridge: This Route 504 – Express Bus Watertown Yard/Downtown, Boston: This route runs between Watertown Square and the Harvard Red Line route runs between the Watertown Transit Yard and the Financial Station in Cambridge, via Mt. Auburn Street. The headway for District in Boston, via Newton Corner and the MassPike. The this route is 7 minutes in the morning and 10 minutes in the headway for this route is 10 minutes during peak periods and 30 evening. minutes off-peak.

Route 52 – Dedham Mall, Dedham/Watertown Yard: This route runs between the Dedham Mall and the Watertown Transit Yard, via Oak Hill and Newton Center. The headway for this route varies between 30 and 40 minutes.

Route 57 – Watertown Yard/Kenmore Station, Boston: This route runs between the Watertown Transit Yard and the Kenmore T Station in Boston, via Newton Corner and Brighton Center. The headway for this route is 10 minutes.

Route 59 –Needham Junction, Needham/Watertown Square: This route runs between Needham Junction, in Needham and Watertown Square, via Newtonville. The headway for this varies between 30 and 45 minutes. MBTA Bus 71 at Watertown Square

52 TRANSPORTATION

Route 73 – Waverly Square/Harvard Station, Cambridge: This route designated bicycle lanes. As noted previously, the Community runs between Lexington Street in Belmont and Massachusetts Path is a proposed multi-use path running east-west between Avenue in Cambridge. While it does not travel through Pleasant Street and the Watertown Greenway at School Street. Watertown, it runs along the entire northerly edge of Town along Watertown also participates in the Boston Region MPO’s Belmont Street and Trapelo Road, and plays a substantial role in program for funding the installation of bicycle racks. serving the commuter population in northern and eastern populations of Town. The headway for this route is 5 minutes The Paul Dudley White Charles River Bikepath is a 14-mile loop during peak periods and 10 minutes off-peak. that follows both banks of the Charles River from the Museum of Science in Boston to Watertown Square, in Watertown. The Route 554 –Waverly Square, Belmont/Downtown Boston: This route pavement varies from 12 feet wide with center stripes to 4 feet runs between Waverly Square (commuter rail station) in Belmont wide with 6-inch drops at the edges. In some places it is barely and the Financial District in Boston, via Belmont Street in wide enough for one bicycle to pass another safely; in others, Watertown, Central Square in Waltham, Newton Corner and the there are separate bicycle and pedestrian paths. The Urban Parks Massachusetts Turnpike. This is the only bus route that runs Division of the Massachusetts Department of Conservation and through the northwest portion of Watertown. The headway for Recreation (DCR) manages and maintains this path. This path this route varies between 30 and 60 minutes. should be reviewed more closely to see if enhancements can be made to meet current standards; in addition, a connection to/ Route 558 – Riverside /Downtown Boston: This route runs between from the Watertown Greenway should be made. The DCR, in Riverside in Newton through Waltham Center. It enters cooperation with both private donors and the Town have Watertown at the intersection with Seyon and follows Pleasant permitted a project to improve the Charles River Path from Street to Bridge Street where it enters Newton and continues Watertown Square to the Yacht Club, with the first phase to be through Nonatum to I-90. The Town has advocated to change constructed in the spring of 2014. this route to continue the full length of Pleasant Street through Watertown Square.

Bicycle Facilities

There are several current planning efforts that aim to improve bicycle facilities and provide continuous routes through Town. Currently, the Watertown Greenway; which runs between the Arsenal Street/School Street intersection and the Nichols Avenue/Arlington Street intersection is a designated off-road multi-use facility within the Town. Based on the BRMPO’s Long-Range Transportation Plan (LRTP), on-road bicycle facilities are limited to approximately 2.5 miles of roadway that include The Paul Dudley White Charles River Bikepath near the Watertown Dam

53 Watertown Comprehensive Plan

The following exhibit is an extraction from the MassDOT Project identify “gaps that preclude a seamless connection across the ten Development & Design Guide. Charles River Basin bridges and their adjacent intersections and along the path system throughout the Charles River Reservation”. Recommendations are made to enhance connections between the municipality and the Reservation. This study is addressed in more detail in Chapter 6 - Open Space and Recreation.

Bridges

There are several bridges in Watertown that are routinely inspected by MassDOT using National Bridge Inspection Standards (NBIS). The primary purpose of the NBIS is to locate, evaluate, and act on existing bridge deficiencies to ensure that the bridges are safe for the traveling public. Each NBIS bridge is inspected at regular intervals of two years with certain types or groups of bridges requiring inspections at less than two-year cycles. The following is a list of bridges that are routinely inspected by MassDOT in Watertown:

f Bridge Street over the Charles River;

f Pedestrian Bridge (Joseph U. Thompson) near Fifth Pedestrians Facilities Avenue Charles River; Pedestrian facilities are widely available providing a well- f Galen Street (Route 16) over the Charles River; connected network throughout the Town. Based on the LRTP, approximately 86 percent of all roadway miles (70 out of 81 total f North Beacon Street over the Charles River; and miles) within the Town have a sidewalk on at least one side of the f Arsenal Street over the Charles River. road. However, there is concern that there are a number of corridors with a wide pavement cross sections that require According to the MassDOT 2005 NBIS list, all of these bridges pedestrians to cross long distances without refuge. This can have need some corrective action to improve deficiencies, whether it safety impacts as well as decreased efficiency at signals due to is the superstructure, substructure or deck/roadway. It is noted the amount of time vehicles are required to stop. that the pedestrian footbridge near Fifth Avenue over the Charles River is currently being redesigned and is listed on the The Department of Conservation and Recreation and MassDOT TIP but a construction year has not been identified. prepared the Charles River Basin Pedestrian and Bicycle Connectivity Study in May 2013. The goal of the study was to

54 TRANSPORTATION

Future Conditions In addition to potential development areas (or redevelopment areas), Table 3-7 summarizes developments in Town that are The next step in the planning process is to identify growth trends currently planned, under review or are in the planning stage. in the area. These trends are often based on previous traffic volume patterns (as described in Table 3-3), past and forecasted Table 3-7 Planned or Projects Currently Under Review population growth, and major development projects. Project Name Address Project type Status

Future Challenges Watertown Mews Pleasant 206 dwelling Complete Watertown’s population has been declining slightly over the last (Repton Phase II) Street units Waltham 155 dwelling three decades, but this trend is expected to change in the near Alta at the Estate Complete future. MAPC is projecting a 13 percent increase in population Street units 65 dwelling units between 2010 and 2030. While the population has been Bacon Howard Bacon with 10,000 s.f. Approved decreasing, congestion appears to be increasing or remaining development Street retail constant, which might suggest that the issue is being exacerbated by increasing business growth, as well as residents Residence at Spring 90 assisted living Under Watertown Square Street units construction from other communities using Watertown as a cut through to 300 dwelling Submitted their final destination. Arsenal Ionics Site units with 37,000 and under Street s.f. retail/grocery review Planned Developments Arsenal St Pirolli Site Mixed-use Concept If not planned for correctly, future redevelopment or & Irving development in Watertown could have a negative impact on the Reinvention/ Town’s transportation system. The following identifies areas in Expansion of Arsenal To be determined Planned town that could be subject to transition in the future: Arsenal on the Street Charles f Along the Pleasant Street corridor from the Waltham Arsenal Mixed use Arsenal Mall Planned line to Myrtle Street; Street redevelopment

f Around the Watertown Transit Yard at Nonantum Road Pleasant Mixed use 270 Pleasant Street Complete and Galen Street; Street development Arsenal Relocate used Under f Along the Arsenal Street corridor; Lexus expansion Street car dealership construction f Nichols Avenue southerly side near Verizon Arsenal Saab dealership Hotel Approved Street f Grove Street near the Atrium School; and Source: Town of Watertown f Coolidge Avenue corridor from Arlington Street to Grove Street. 55 Watertown Comprehensive Plan GOALS

This Transportation Element identifies the range of transportation issues, needs, and deficiencies over the near and long-term and establishes goals and strategies for physical enhancements and policies that should be implemented. Goals identified include: Goal 1 Goal 4

Traffic Calming. Encourage traffic calming measures Improve Roadway Infrastructure. Improve roadway and other techniques at appropriate locations to infrastructure using Complete Streets techniques and create safer roads for all forms of transportation while considering all users, and consider bike share and maintaining needed capacity. shuttle service options as ways to improve capacity in problem areas. Goal 2

Expand Mass Transit/. Work with the MBTA and Goal 5 others to expand mass transit. Promote alternative Reduce Congestion and Efficiency. Reduce congestion transportation options in town by further improving and improve efficiency at major intersections and intermodal access and connections. corridors.

Goal 3 Goal 6

Pedestrian and Bicycle Access. Promote, improve and Alternative/Reduced Parking. Consider zoning enhance pedestrian and bicycle access and facilities revisions to relax parking requirements in the to ensure that Watertown can accommodate non- business districts. Assess current and long-term motorized forms of transportation. parking needs along the major corridors and business centers.

56 TRANSPORTATION RECOMMENDATIONS

Many of the concerns identified in this chapter can be addressed through implementing Complete Streets concepts Watertown’s transportation network must meet the needs of its residents, commuters, and businesses through vehicular, public transportation, bicycle and pedestrian means. Transportation needs to be convenient, safe, aesthetically pleasing and environmentally friendly as it meets the complex needs of residents and travelers. A comprehensive transportation plan; which both provides active and passive connectivity internally to neighborhoods within Watertown (and to the greater region) is essential to ensure a sustainable system over the long-term. The goals and strategies described in this section are based upon this framework.

Taking into account the existing and future issues, needs, and the goals of the transportation element, the following strategies have been developed to assist in meeting the previously identified goals.

Goal 1. Traffic Calming Policies:

A. Consider Traffic Calming Measures: Traffic calming involves roadways, or any residential streets that experience high changes in street alignment and other physical measures volume cut through traffic: to reduce traffic speeds in the interest of street safety and 1. Curb extensions, bump outs, and/or neckdowns along livability. Traffic calming reduces vehicle speed, and with on-street parking. therefore greatly reduces the number of accidents, and similarly reduces the severity of accidents that do occur. 2. Narrowed travel lanes and widened shoulders with The following are some of traffic calming elements that potential for bike lanes. could be considered for the Watertown Square area and 3. Raised crosswalks or table top intersections. within established neighborhoods that abut high-volume 4. Roundabouts.

57 Watertown Comprehensive Plan

Goal 2. Expand Mass Transit:

A. Encourage the enhancement of bus stops and expanding E. Consider options for developing a bus rapid transit route of bus routes to reduce the use of the single occupancy along the Arsenal Street corridor to accommodate vehicle should be explored. anticipated future growth. Also consider options to make connected bus routes north-south to Belmont, and B. Consider the creation of a transit sub-committee or a Brighton transit centers and nodes liaison that can work with the MBTA and others to expand mass transit service, particularly along the #70/70A, 71 F. Coordinate with the MBTA to install Charlie Card machines routes and 73 routes, and Pleasant Street (this is currently at strategic locations in Watertown being considered by the Town). G. Consider other modes of transit, such as via water (Charles C. Work with the MBTA to install more bus shelters and River) and light rail to reduce congestion on Watertown’s benches at bus stops, as well as fare vending machines, to major arterials. encourage more people to utilize the service. H. Evaluate future development in terms of its relationship to D. Coordinate with private businesses and residential public transportation. Include a design criterion for future complexes, especially along Arsenal and Pleasant Streets, development that promotes alternate modes of to provide expanded, shared shuttle bus services to transportation. accommodate demand between business locations and key transit stops such as Harvard Square, Alewife, etc.

58 TRANSPORTATION

Goal 3. Pedestrian and Bicycle Policies:

A. Pedestrian

1. Design ADA compliant sidewalks that include a School Program and encourage the use of tools like the landscaping buffer, where feasible, between the “walking school bus” programs at the elementary and sidewalk and roadway. middle schools. 2. Where appropriate, replace the existing faded 6. Install crosswalk signage to reinforce vehicle and crosswalks with imprinted/textured crosswalks at pedestrian awareness. Consider illumination of signage intersections and mid-block locations along major and crosswalks. redevelopment corridors such as Arsenal Street and in 7. Install countdown pedestrian signal heads at signalized Watertown Square. crossings that do not currently have them. 3. Construct crosswalks that enhance the awareness of 8. Educate pedestrians to “Stop- Look- and Wave” at drivers to pedestrians such as raised crosswalks, crosswalks. textured treatments or table top at intersections and other common pedestrian crossing points (especially 9. Investigate locations for installation of future walking on wide streets) and other current techniques. trails and connections with existing trails in addition to the “Community Path” such as along Pleasant Street 4. Enhance the areas in and around public open spaces and the Charles River Reservation. Existing and future (parks, schools, athletic fields) so that children and streetscape enhancements along roadways should parents won’t have the perception that walking is not a connect directly to the Reservation. safe option. This should consider enhancing the street tree inventory to provide protection and shade to 10. Where there is a suitable ROW, encourage wider pedestrians. sidewalks to better accommodate pedestrians and to allow for outdoor dining in places like Watertown 5. Continue to look for ways to expand the Safe Routes to Square and other business districts.

B. Bicycle

1. Update the 2002 Bicycle Transportation Plan including Transportation Plan. reviewing routes identified and update as needed to 3. As Arsenal Street, Mount Auburn Street, and others as reflect current land use/ bicycle demands, including appropriate, is redeveloped ensure that Complete bicycle counts, and an implementation/ prioritization Streets techniques are used that include the option to plan should be developed. provide bicycle lanes/features along the entire corridor. 2. Develop and sign/stripe on-road bicycle routes, 4. Bicycle racks should continue to be installed and considering the latest technology, in accordance with maintained at all public and private activity centers. the updated recommendations in the Bicycle 59 Watertown Comprehensive Plan

5. Improve bicycle mobility on roads through the off-road bicycle connections between corridors and implementation of roadway markings (sharrows) and traffic destinations. strategic signage. 8. Investigate the feasibility of a bike share program, 6. Educate the public about existing bicycling perhaps through the expansion of the Hubway opportunities through wayfinding signage, maps and program. information on the Town website. 7. Continue to identify potential opportunities for on and

Goal 4. Roadway Infrastructure Improvement Policies:

A. Encourage the incorporation of multimodal designs into the Town. These should be balanced with the overarching roadway projects to ensure that streets are shared by all goal of providing for all modes of transportation. users and not dominated by cars. E. Durable landscaping that is close to roadway corridors or B. An emphasis on green design elements that promote an along new or existing medians can increase the driver’s environmentally sensitive, sustainable use of the public awareness of the immediate environment and alter right-of-way should be a priority. Greener designs could behavior, resulting in slower speeds and a safer street. The consider incorporating ideas like ‘parklets’ in place of following streetscape strategies should be considered: parking spaces (public green spaces), street trees, rain 1. Consider expanding streetscape and hardscape gardens, bio-swales, paving materials and permeable elements along Arsenal Street and in Watertown surfaces, with plants and soils collecting rain water to Square and Coolidge Square, creating key gateways or reduce flooding and pollution. nodes at specified locations.

C. Encourage the use of smarter technology-assisted design 2. Include a landscaping buffer between the sidewalk and elements that incorporate intelligent signals, electric roadways were feasible. vehicle sharing, car and bicycle-sharing, way-finding and social networks for greater system efficiencies and user F. Develop access management and traffic impact study convenience. guidelines and incorporate them into the zoning ordinance. Minimizing curb cuts and greater separation between driveways improve safety, appearance, and the D. The Town should consider developing a “Complete Streets” viability of roadways. An access management approach policy and checklist or toolbox that is appropriate for the could benefit many corridors where vehicle conflicts are community goals. Elements should be respectful of the present or there is an opportunity for future specialized needs and any environmental resources within redevelopment; Arsenal Street, Pleasant Street, etc.

60 TRANSPORTATION

G. Review the zoning ordinance and consider amendments 2. Revise and update the Town’s sign ordinance to that would encourage mixed-use (residential, office, retail) address current sign technology such as flashing and and compact/clustered development in areas already LED signs that can distract drivers. served by transit. 3. Commission a “Way-finding Program” to promote and celebrate Watertown’s distinct areas of interest and H. The Town should address signage clusters on town promote key nodes in Town including areas like: Galen roadways, and develop a wayfinding signage program that Street, Coolidge Square, and Watertown Square. enhances the “Watertown Experience”, taking any design guidelines into account: 4. Upgrade the overall consistency of traffic signage throughout Town by reviewing current regulatory 1. Remove existing sign clutter along major corridor signage and assuring that it is consistent with the roadways. current Manual on Uniform Traffic Control Devices (MUTCD) guidelines.

Goal 5. Roadway Congestion and Efficiency Policies:

The existing vehicle congestion has far-ranging impacts that can impact bus efficiency, increase cut-through traffic within residential neighborhoods, and generate higher numbers of crashes at intersections.

A. Consider developing a Town-wide traffic counting/ C. Any higher density/mixed use housing and commercial monitoring program to help determine overall vehicular, infill development that is consistent with this Plan and pedestrian and bicycle travel patterns and volumes to help zoning standards should only be in areas approximate to identify demands and opportunities to expand multi- existing public transportation services. Encourage child- modal options for improving congestion. Some of this data care facilities and other high volume traffic generator could likely be generated/reported as part of the services in residential or commercial facilities/ permitting process. developments to reduce traffic impacts associated with child-care drop-off and pick-up. B. Locate new residential, commercial and other services in transit-oriented locations (i.e., Arsenal, Galen, and North D. Establish multi-modal levels of service (LOS) standards that Beacon Streets, Watertown Square) to reduce the need for consider all modes of transportation, including transit, cars and enable people living near transit and services to bicycles, and pedestrians in addition to automobiles. reduce auto trips. Other areas should be promoted as 1. Developments should be reviewed for measurable viable locations for transit. impacts on the level of service and be required to

61 Watertown Comprehensive Plan

provide appropriate mitigation to ensure that they do F. Work with the State to apply for funding through the State not impact the existing LOS for a particular mode/all Transportation Improvement Program (TIP) and address modes over what it is currently. When the mitigation intersection congestion under the Highway Safety for vehicular traffic is infeasible, the Town may consider Improvement Program (HSIP) through the Healthy alternative mitigation measures or in-lieu fees. Transportation Policy established by MassDOT. Traffic flow, 2. Establish transportation demand management character, and safety should be reviewed and improved. mitigation measures, including improvements to MassDOT has identified several intersections eligible for transit, bicycle, and/or pedestrian facilities, for projects HSIP funding; which should be investigated by the Town whose required traffic mitigation would result in an for improvement and to understand operational unacceptable impact on an affected neighborhood or deficiencies. Road Safety Audits (RSA) should be conducted Town street. (with key public officials input) to determine issues and opportunities for these areas. E. Where appropriate, install timed signals along Arsenal Street and other major streets to allow traffic to move at a G. Develop corridor improvement strategies for major steady rate to minimize air quality impacts from “stop and roadways in Town, including but not limited to Main Street, go” traffic. Also consider signal prioritization for transit, in Arsenal Street, North Beacon Street, Pleasant Street, Galen coordination with the MBTA. Street, Mt Auburn Street, etc. Incorporate improvements that focus on roadway/intersection operations, pedestrian/ bicycle accommodations, and traffic calming strategies, as described above.

62 TRANSPORTATION

Goal 6. Alternative/Reduced Parking Policies:

A. Create a parking plan that focuses exclusively on the E. Encourage reduced parking for local development/ current and future needs of Watertown Square. Addressing employers that implement: parking options in the Square should be done in order to 1. Trip reduction incentives; focus on meeting economic development goals for the Square and should consider the conditions under which 2. Flexible work hours and telecommuting to reduce the parking requirements could be reduced, including peak-hour commute congestion; shared parking. 3. Publicly available shuttle bus service to area MBTA stations and points of interest. B. Evaluate future development proposals with an eye towards increasing the publicly available parking supply, F. Encourage shared parking agreements, which would make particularly in Watertown Square. the most efficient use of existing and new parking.

C. Revise zoning to provide incentives to (re)development G. Encourage consolidation of surface parking lots into projects that develop creative ways to reduce or share structured parking facilities and redevelopment of surface parking needs. lots with residential or commercial development where allowed by zoning, or to create more open space. D. Reduced parking requirements should be considered for certain projects when located within a five minute walk H. Re-evaluate parking policies for on-street parking, signage, radius from an existing or planned and funded bus stop/ meters, hours, lots, administration, and signage, etc. to route. help make Watertown more user-friendly and welcoming.

63 Watertown Comprehensive Plan

64 Housing on Pleasant Street HOUSING

HOUSING 4

Introduction Watertown is a built-out community with just over fifty percent architectural heritage and fabric of Watertown’s existing of its land categorized as residential. Many of the Town’s residentially zoned areas, and prevent development that is out of residential neighborhoods are well established and are scale with surrounding homes. Additionally, residential dominated by single- and two-family homes. Aside from neighborhoods can be further enhanced through streetscape concerns raised about teardowns and conversions of smaller and pedestrian improvements designed to make them safer and homes to larger ones or two-family homes, these neighborhoods more attractive. are not likely to change. Future residential growth will come from redevelopment along the Town’s major corridors. Development of multi-family housing is projected to occur in the areas of Watertown that are likely to be enhanced or This scenario is described in the Land Use element of this Plan transformed, particularly along Arsenal Street and Pleasant and the Future Land Use Plan, which shows preservation of the Street. Multi-family housing has been recently developed in character of the residential neighborhoods as an important focus these areas over the last few years, particularly along Pleasant of Watertown’s long-term vision. These neighborhoods provide Street. As described in the Land Use element, there is potential housing for a diverse range of income levels and are for several new multi-family projects Arsenal Street, in predominantly built-out. Recommendations in the Land Use conjunction with the proposed commercial redevelopment of element include several that are designed to preserve the the Arsenal Mall and Arsenal on the Charles and there continues

65 Watertown Comprehensive Plan

to be interest in residential projects along Pleasant Street. focusing growth in already developed areas to use land more Redevelopment will likely continue to provide housing efficiently, protecting open space, and reducing the need for opportunities for people working in Watertown and nearby more infrastructure. communities. According to U.S. Census data, Watertown’s population In 2013 the Town of Watertown adopted a Housing Production decreased 1.3% from 2000 to 2010. The MetroFuture projection Plan (HPP) that was accepted by the Massachusetts Department indicates that this trend will be reversed by 2030. By the year of of Housing and Community Development. This document allows 2035 Watertown is projected to have a population of 32,297, the town to phase development over a period of time to comply which is a 1.2% increase from 2010 (Table 4-1). Given the recent with the required ten percent affordable housing threshold projects that have been approved by the Town, as well as those established under Chapter 40B. The goal of a HPP is to encourage that are in the pipeline, especially along Arsenal Street, it is likely communities to make steady progress in producing affordable that the population decline could be reversed sooner than 2030. housing on an annual basis, which allows municipalities to While no significant population growth is projected, Watertown’s manage housing growth and meet affordable housing needs. elderly population (65 years old and over) is expected to grow by 85.9% or 1,931 total residents between 2010 and 2035 while all This element of the Comprehensive Plan summarizes the key other age groups are expected to decline (see Table 4-2 and findings and recommendations of the MAPC housing plan and Figure 4-1). addresses housing as it relates to the other elements of the Comprehensive Plan and the broader housing issues facing the Watertown has seen a 5% increase of the number of households community. between 2000 and 2010. Coupled with the slight decrease in population during the same decade, the average household size in Watertown dropped from 2.17 in 2000 to 2.15 in 2010, which is Baseline Assessment significantly smaller than the MAPC region and the state (Figure 4-2), reflecting the downward trend seen nationally. Among all Demographics Watertown households in 2010, half were family households while 36% were single person households. More than 10% of all In the Watertown HPP, MAPC prepared two sets of population households contain a single person 65 years of age or older. projections, Current Trends and MetroFuture9. MetroFuture MAPC projects that by 2035 Watertown will have an additional projections were developed for MAPCs regional plan, 1,401 households with the majority senior citizen households. MetroFuture. Current Trends projections are based on a picture of likely future growth patterns if historical trends in population change are extended. For the purposes of this document, MAPC’s MetroFuture projections will be used, since they are based on 9 MAPC’s MetroFuture and Current Trends projections were calculated prior to the release of extensive technical analysis developed to quantitatively analyze 2010 Census data. Updated projections are currently under development, but were not available within this project’s timeframe. The existing figures used for this analysis are the patterns of future growth as envisioned in the region, including best population and household projections currently available

66 HOUSING

Table 4-1 Population Change, Census and MAPC Projections

&KDQJH &KDQJH         &HQVXV   QD QD QD QD QD 0HWUR)XWXUH        &XUUHQW7UHQGV       

Source: US Census and MAPC Note: MetroFuture and Current Trends figures revised to reflect 2010 Census data.

Table 4-2 Age Trends, MetroFuture Projections, 2000 - 2035

&KDQJH &KDQJH                                                                

Source: MAPC

Figure 4-1: Age Trends, MetroFuture Projections, 2000 – 2035 These changes, particularly the increase in elderly populations, mirror the demographic shifts that we see throughout the MAPC ϭϮ͕ϬϬϬ region, the state and nation, and will have major implications on ϭϬ͕ϬϬϬ the housing types needed in coming years. As Watertown’s ϴ͕ϬϬϬ elderly population increases, the need or preference for smaller ϲ͕ϬϬϬ units with lower attendant costs, as well as the need for special housing facilities such as assisted living and nursing home units, WŽƉƵůĂƚŝŽŶ ϰ͕ϬϬϬ is likely to increase. A 90 unit assisted living facility is currently Ϯ͕ϬϬϬ under construction just outside of Watertown Square. Ϭ ϬͲϰ ϱͲϭϵ ϮϬͲϯϰ ϯϱͲϱϰ ϱϱͲϲϰ ϲϱͲϳϰ ϳϱн

ϮϬϬϬ ϮϬϭϬ ϮϬϮϬ ϮϬϯϬ ϮϬϯϱ

Source: Census 2010

67 Watertown Comprehensive Plan

Figure 4-2 Household Size, Watertown vs. MAPC Region and State, Additionally, with middle-aged, young-adult and under-19 2000-2010 cohorts expected to decline, there will be less need for larger 2.6 units resulting in increased demand for one- and two-bedroom 2.51 units, typically in multi-family structures. Analyzing household 2.47 2.48 2.5 2.44 types is important to help project the type of housing units that

2.4 will be needed within a specific community over time (Figure 4-3). Since Watertown has a large number of non-family 2.3 households and couples without children, the Town should ensure that housing options such as multi-family rental and 2.2 Ϯ͘ϭϳ Ϯ͘ϭϱ ,ŽƵƐĞŚŽůĚ^ŝnjĞ condominium units that are attractive to these households are 2.1 available in the community. Recent multi-family residential projects built along the Pleasant Street and Arsenal Street 2 Watertown MAPC Massachusetts corridors have included mostly smaller dwelling units.

Average household size, 2000 Average Household Size, 2010 Housing Characteristics Source: Census 2000 and 2010 The following section looks at Watertown’s current housing stock Table 4-3 Households by Type, 2010 and how it changed over time. Understanding the types, age and Number % size of existing units is essential for housing planning because it Total households   assists with determining what type of new housing might be Family households   needed to meet the current and projected population. With own children under 18 years   Husband-wife spouse   Housing Stock by Type & Age With own children under 18 years   Watertown’s housing stock tends to be more diverse and older Male householder, no spouse present   than in surrounding communities, with single family structures With own children under 18 years   making up a third of housing units in Watertown. More than a Female householder, no spouse present   With own children under 18 years   third of Watertown’s housing are 2-family structures, with the Nonfamily households   remainder of units in multifamily structures, most of which are Householder living alone   found in structures with 20 or more units. Householder 65 years and over living alone   Average household size  QD Watertown’s housing stock is older than in many surrounding Average family size  QD communities. Over 55% of all units were built prior to 1940, the

Source: ACS 206-2010 third highest percentage when compared with nearby Note: The above household and family household breakdown is provided by the U.S. Census communities. Further, only 2% of units were built after 2000, Bureau.

68 HOUSING which ties for the lowest percentage (this number is deceptive Figure 4-3 Housing Tenure by Age, Total Units, 2010 because the total number of new multi-family units is high as ϯ͕ϱϬϬ described below). This is significant because older structures often lack modern heating and energy standards, which adds to ϯ͕ϬϬϬ monthly utility costs, impacting affordability for both owners Ϯ͕ϱϬϬ and renters. Additionally, many of these structures were not built ϭ͕Ϭϳϴ to today’s accessibility requirements, and may present Ϯ͕ϬϬϬ Ϯ͕ϯϬϳ ϭ͕ϯϭϰ challenges to residents who wish to remain in Watertown as they ϭ͕ϱϬϬ age. ,ŽƵƐŝŶŐhŶŝƚƐ ϭ͕ϬϬϬ ϰϱϵ ϰϬϬ Ϯϰϱ ϭ͕ϳϰϬ Ϯϴϴ Table 4-4 Housing Units by Type, Watertown, 2010 ϭ͕ϯϬϵ ϱϬϬ ϴϯϭ ϴϳϲ ϵϳϱ ϱϰϲ ϳϳϱ ϳϯϰ ϭϱϳ  8QLWV  Ϯϰϯ Ͳ Ϯϯ 6LQJOH)DPLO\   hŶĚĞƌ ϮϱƚŽ ϯϱƚŽ ϰϱƚŽ ϱϱƚŽ ϲϬƚŽ ϲϱƚŽ ϳϱƚŽ ϴϱ 7ZR)DPLO\   Ϯϱ ϯϰ ϰϰ ϱϰ ϱϵ ϲϰ ϳϰ ϴϰ LJĞĂƌƐ WR   LJĞĂƌƐ LJĞĂƌƐ LJĞĂƌƐ LJĞĂƌƐ LJĞĂƌƐ LJĞĂƌƐ LJĞĂƌƐ ĂŶĚ ŽǀĞƌ WR   KǁŶĞƌͲŽĐĐƵƉŝĞĚ ZĞŶƚĞƌͲŽĐĐƵƉŝĞĚ WR   RUPRUH   Source: ACS 2006-2010 2WKHU   Renter-occupied households on average are smaller than 7RWDO   owner-occupied units, and few have children under the age of

Source: Census 2010 18. Thus, many of these rentals are occupied by single person households or couples without children. Family households with Occupied housing units in Watertown are evenly split between children are more likely residing in Watertown’s ownership units. owner-occupied and renter-occupied (52% and 48%, respectively). This is quite different from the majority of Figure 4-4 Renter-Occupied Units with Children Under 18 communities analyzed for comparison, where owner-occupied units are the majority. The high percentage of rental units may indicate a more short term residential community. According to ϭϴй American Community Survey (ACS) estimates, more than half йǁŝƚŚŽǁŶĐŚŝůĚƌĞŶƵŶĚĞƌϭϴ (56%) of all households moved to Watertown between 2000 and 2010. Further, when looking at the breakdown of owner- йǁŝƚŚŽƵƚŽǁŶĐŚŝůĚƌĞŶƵŶĚĞƌϭϴ occupied and renter-occupied units by age, the largest number ϴϮй and highest percentage (by age) of renter-occupied units are people under 25 (Figure 4-3). Source: ACS 2006-2010

69 Watertown Comprehensive Plan

Table 4-5 Average Household Size by Tenure compared to the number of households looking to live in or HH Size move to the community. This can lead to increasing housing Watertown – All HHs  prices and rents. These factors can significantly reduce Owner-occupied  affordability within a community, both for potential new Renter-occupied  residents or existing residents who can no longer afford their

Source: Census 2010 current unit. Generally, Watertown’s single family and condo median sales prices are lower than the subregion average, Vacancy despite that the median sales prices for single family homes and Watertown’s 5.6% vacancy rate is lower than that of the MAPC condos have increased 148% and 124%, respectively, over the region (5.9%) and significantly lower than that of the State last 20 years. Rents in Watertown are moderate compared to (9.3%). A larger percentage of the vacant units on the market in other surrounding communities, but still above Fair Market Rents Watertown are for rent versus for sale (34.4% for rent; 19.7% for established by the Department of Housing and Urban sale). Development (HUD).

Building Permits Median Sale Prices and Total Annual Sales

Between 2000 and 2011, Watertown issued a total of 101 Over the last two decades, Watertown’s median single-family building permits for new housing structures. Of this number, 28 sales price rose 148% from $179,500 in 1991 to $446,000 in 2011 10 were for single family structures, 61 were for buildings with 2-4 ($441,000 in 2013) . Prices peaked in 2004 ($470,000), and have units, and 12 were for buildings with 5+ units. When looking at fallen slightly since. In 2011, Watertown’s median single-family actual numbers of housing units permitted, it is clear that sales price was $193,670 less than the subregion average, and Watertown permitted a total of 733 housing units, the majority was the fifth lowest in the subregion. of which (573) were in multi-family buildings (5+ units), or in 2-4 unit structures (108). A significant number of units (220) were Watertown’s median condominium sales price increased 124% permitted in 2011, the majority of which (214) were in buildings over the last two decades from $142,500 to $319,000 in 2011 11 with over 5 units. Many of these projects were located on ($322,500 in 2014) . Condominium prices peaked in 2008 Pleasant Street. Several multi-family projects (with 500+ ($338,000) and remained relatively stable through 2011. Like combined units) are either under construction, permitted, or single family home values, the median sales price for Watertown proposed. condos is lower than that of the subregion and the fourth lowest of all comparative communities.

Housing Market Conditions

Housing market conditions influence affordability of the housing stock within a community. Competitive housing markets tend to 10 The Warren Group, Town Stats, April 2014. have a limited supply of available units (ownership or rental), 11 Ibid.

70 HOUSING

Figure 4-5 Annual Volume of Single Family Home Sales vs. Condos, 1991-2011 400

350

300

250

200

150

100 Number ofUnits s Sold 50

0 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Houses Condos Source: The Warren Group Town Stats, 2012

Figure 4-6 Single Family Home and Condo Prices, Watertown vs. Subregion 1991-2011 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 Sales Price Sales $200,000 $100,000 $0

Watertown-Single Families Subregions Average-Single Families Watertown-Condos Subregion Average-Condos

Source: The Warren Group Town Stats, 2012

71 Watertown Comprehensive Plan

Gross Rents difference between these values is defined as the affordability gap. As housing prices increase, the affordability gap widens. Rents within Watertown are moderate compared to the subregion. According to the Census, average gross rent12 in Households are considered cost burdened if they pay more than Watertown in 2010 was $1,368, which puts it in the middle range 30 percent of their gross income for housing costs, which include of rents when compared to other subregion communities. rent, utilities and fuel costs for renters. They include mortgage or However, Watertown’s gross rent is somewhat higher than the purchase contract payments, utilities, fuel costs, taxes and average gross rent for the Boston-Cambridge-Quincy MSA, insurance for homeowners. which is $1,146. This may indicate a housing cost burden for many rental households. To afford the 2011 median sales price of a one-family at $446,000, a household would have to earn $110,775 annually. A Housing Affordability household earning the FY2012 HUD metro area median income (AMI) of $97,800 could not afford a home priced at this amount, A housing affordability assessment examines the overall assuming it spent no more than 30% of gross income on housing demographic profile of Watertown, along with the household costs. Housing cost burden is a significant issue in Watertown. income of the population and housing costs to determine how 45% of owners and 35% of renters are cost burdened and 16% of the Town can best meet its needs for providing a diverse and owners and 15% of renters are severely cost burdened (spend affordable housing stock for its citizens. more than 50% of gross income on housing costs).

Household Income To afford the 2011 median sales price of a condominium at In 2010, Watertown’s estimated median household income was $317,132, a household would have to earn $80,470 annually. This $74,081, an increase of 24% over the last 15 years. It is lower than figure factors in the cost of both monthly mortgage costs and that of the Boston-Quincy-Metro area ($94,400), and in the utilities. A household earning the FY2012 HUD metro AMI could bottom third of subregion communities. Approximately one afford a home priced at this amount. third of households earn more than $100,000 annually, with 42% earning in the middle income ranges between $40,000 and A Watertown household earning the median household income $99,000. It is worth noting that nearly 25% of households earn of $74,081 could afford a home priced at $368,000, resulting in below $40,000, the fourth highest percentage of all comparative an affordability gap of $78,000 for a single family home. communities. However, there is no affordability gap for the median priced condominium. Affordability Gap

Another way to measure housing affordability is to compare the 12 Gross rent is the sum of the rent paid to the unit’s owner plus utility costs incurred by the median home sale price in a community to the price that a tenant such as electricity, gas, water and sewer, and trash removal services. Telephone and other communications services are not included. If the owner pays for all utilities, household at the community’s median income can afford. The then gross rent equals the rent paid to the owner.

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Chapter 40B Inventory

The state goal for affordable housing under Chapter 40B requires Of Watertown’s 1,010 affordable units, 80% of units are 10 percent of a community’s year-round housing stock to be affordable in perpetuity or for at least the next 30 years. affordable. According to the Massachusetts Department of However, 156 units could expire in 2013 (Arsenal Apartments), Housing and Community Development (DHCD) Subsidized dropping the Towns SHI to 5.5%. For Watertown to make Housing Inventory (SHI), as of April 30, 2013, 1,010 units (6.5% of progress toward the 10% SHI threshold, it is important to work the Town’s housing stock) are on the inventory. The DHCD with the owner of these expiring units in order to recertify the inventory is based on 15,521 year-round dwelling units, meaning units, while continuing to work to add more units to the that the shortfall for Watertown is 542 units. With the adoption of inventory. Projects in the permitting pipeline will create new its Housing Production Plan, the Town is considering a variety of units for the inventory, although more will be needed to reach options to close this gap. the 10%.

Affordable Housing Units at Arsenal Apartments

73 Watertown Comprehensive Plan GOALS

The Comprehensive Plan acknowledges the recently adopted Housing Production Plan with its emphasis on affordable housing, given that there is a significant affordability gap in Watertown for most housing types. The Comprehensive Plan seeks to strengthen Watertown’s housing diversity, and facilitate housing development that is affordable for all household types, including families with children, couples and single people. The Housing section of the Comprehensive Plan meshes with other sections to ensure that Watertown continues to maintain a quality living environment with adequate open space and opportunities for recreation, education, local shopping and commerce. Goal 1 Goal 2

Promote and maintain a diverse housing stock Ensure zoning allows housing production for all with increased funding for housing creation and income levels and household types. more opportunities for lower- and middle-income households. Goal 3

Provide seniors and persons with disabilities with greater housing options.

74 HOUSING RECOMMENDATIONS

Goal 1. Promote and maintain a diverse housing stock with increased funding for housing creation and more opportunities for lower- and middle-income households.

A. The HPP indicates that there is a significant housing resources through partner organizations, including the use affordability gap in Watertown. To help address this gap, of HOME funds, will enable the Town to further increase its the HPP sets a goal of producing 78 SHI units per year to affordable housing stock. Consider options to purchase help the Town meet the State’s 10% target within seven existing two-families throughout the community for years. The Town should review its progress annually and rehabilitation to use as affordable and middle income adjust as needed. units.

B. Ensure that expiring subsidized units are recertified so that F. Ensure that setbacks and other dimensional regulations are they remain on the SHI. met for proposed teardowns. Review existing dimensional requirements and consider design guidelines to maintain C. Identify site(s) for mixed-use developments to provide existing neighborhood character and promote greater housing units in amenity rich environments to meet the symmetry between the old and new structures. preferences of households. As described in Chapter 1 - Land Use, this could include parcels along high ridership G. Consider the adoption of the Community Preservation Act bus routes, surface parking lots along Arsenal Street, and (CPA). The CPA allows communities to create a local other I-3 zoned land where multi-family housing is allowed Community Preservation Fund for affordable housing, by special permit. Identifying nodes for mixed-use in the open space protection and historic preservation. Pleasant Street Corridor zoning district could also be a Community preservation funds are raised through a tax possibility. surcharge up to 3% of the tax levy against real property, which can only be adopted through a town or citywide D. Hold discussions with developers to better understand ballot referendum. Of monies raised, at least 10% must go local, regional and statewide housing market development to affordable housing initiatives. trends.

E. Continue to invest in acquisition/rehab projects to increase the supply of affordable housing. Continuing to invest

75 Watertown Comprehensive Plan

Goal 2. Ensure zoning allows for housing production for all income levels and household types.

A. Multi-family development requires a special permit for 3-4 D. Amend the parking requirements for multi-family units, or a special permit with site-plan review for projects developments. Consider lowered minimum parking with four units or more. Allowing multi-family structures by standards or tandem parking, particularly where transit is right for up to four units with site plan review would available. provide opportunities for more affordable condominium or rental units. For larger projects, a special permit would still E. To increase the amount of new housing units available to be required with site plan review. As an incentive, consider families with children, couples and single people with allowing more units by right with site plan review if a lower incomes, consider amending the inclusionary zoning certain number of affordable units are provided as part of requirements to increase the percentage of affordable the project. units to be provided from 10% to 12.5%. Also, consider lowering the threshold for providing affordable housing B. Analyze existing Industrial and the Pleasant Street Corridor units from 15 to six. Reducing the minimum size of zoning districts to identify areas more appropriate for dwelling units is another method to encourage greater mixed-use and/or multifamily development, and housing choices. potentially rezone. See the recommendations for Pleasant Street in Chapter 1 - Land Use regarding land use and F. Consider options for reincorporating an accessory housing design standards to be considered. ordinance where appropriate, which could provide for additional opportunities for alternative housing C. Explore opportunities to allow for greater densities in the opportunities for families. Consider ways to allow Cluster Residential zoning district. Consider allowing for accessory units for family members, or, if rented to others, greater densities, or providing a density bonus for projects for affordable housing. Currently they are not allowed. with smaller unit sizes (e.g. cottage developments), to provide an opportunity to create more affordable housing G. Amend the zoning ordinance to require a minimum options. Consider allowing for higher density if affordable number of new housing units have three bedrooms or housing is provided. Cottage style development, especially more, including affordable units created by Watertown’s as an option for elderly housing, is an example of a newer inclusionary zoning. style of clustered housing. See http://www.lvpc.org/pdf/ cottageHousingDev.pdf and §185-221 of the Barrington, RI Zoning Ordinance (http://www.ci.barrington.ri.us/).

76 HOUSING

Goal 3. Provide seniors and persons with disabilities with greater housing options.

A. Work to address senior needs through supportive housing B. Explore mechanisms to allow Watertown’s seniors to age policies. The Housing Needs analysis identified a significant within the community and to better serve persons with number of senior households in need of potential housing disabilities, through housing rehabilitation/modification assistance due to cost burdens and related issues with programs. Watertown should promote existing programs, maintaining their homes. The Town of Watertown should including the Home Modification Loan Program, and continue to support developing new housing that is match these funds with local HOME funds for additional handicapped-adaptable or fully accessible to people with home improvements. disabilities, including seniors, and integrate or connect community supportive housing services into new C. Support emergency repairs programs designed to provide development. Consider incorporating accessibility assistance to income-eligible Watertown residents to make standards for new housing construction. See http:// repairs and alterations to their homes for safety and health concretechange.org/construction/construction- reasons. Senior and disabled households should receive guidelines/. The Watertown Housing Partnership should priority assistance. coordinate with the Watertown Commission on Disability and other senior advocates to help households in need get the support they deserve. See “Aging in Place – A Toolkit for Local Governments”, M. Scott Ball, Atlanta Regional Council and Community Housing Resource Center.

77 Watertown Comprehensive Plan

78 Russo’s of Watertown ECONOMIC DEVELOPMENT

ECONOMIC DEVELOPMENT 5

Introduction This chapter identifies the community’s economic development 225,000 square foot redevelopment, opened on this site in 1983. goals as expressed through other planning documents, presents The remainder of these historic buildings were converted to baseline information regarding the state of the local economy, civilian uses in 1995, and the site is known today as the Arsenal and suggests potential implementation strategies that could be on the Charles, a commercial and office complex. undertaken by the Town to help advance its economic development goals. Much of the Town’s economic activity is still concentrated on Arsenal Street, in Watertown Square, and along a few other In the 19th century the mills and factories of Watertown commercial corridors. Two formerly industrial areas, Pleasant produced numerous innovations, from the “duck” cotton sail Street and Coolidge Hill, have transformed over time. Pleasant cloth used on the U.S.S. Constitution to the once-popular Stanley Street now has a mix of industrial, wholesale, office, research and Steam Engine automobile. During the 1800s the 93-acre development, and multifamily housing developments along its Watertown Arsenal on the Charles River was the site of a major corridor. Coolidge Hill is primarily a residential and storage complex that, in the 20th century, became an neighborhood retail area, with some manufacturing still located armaments manufacturer and military scientific complex. In 1968 there. Likewise, the Charles River is no longer an industrial asset, the Army sold approximately half of the complex to the but a natural one. Watertown Redevelopment Authority. The Arsenal Mall, a

79 Watertown Comprehensive Plan

Watertown’s economy is closely tied to that of Greater Boston phase of the recently completed Watertown Greenway provides and the surrounding towns to the west of Boston and an additional non-automotive option to get around, dedicated Cambridge. Watertown is part of a suburban commercial corridor bicycle options in Watertown are limited. There are also that also includes Waltham and Newton. Watertown also benefits opportunities that the Town is pursuing to improve the from good access to the key economic, medical, and elite connectivity and visibility of the Charles River Reservation along educational institutions in Boston and Cambridge. its entire length within Watertown.

Watertown managed to be minimally impacted by the Great Watertown can continue to provide an affordable alternative to Recession, compared to the rest of the country. By 2012, 82 Cambridge and Boston for start-ups and smaller companies that percent of jobs lost in Boston had been recovered, a rate almost are seeking to start or grow within the Boston region. Several twice that of the nation’s13. That growth has been driven by commercial corridors in town have the potential to stand out as high-tech and life sciences, which are among the state’s growth prime business locations for new and growing companies in the industries. Watertown has several strengths in these sectors, region. According to real estate experts, the commercial real including life sciences, design and engineering, information and estate market in Watertown can offer rents up to 30 percent media, and advanced manufacturing industry. The strength of lower than rates in Cambridge and Boston14. Improvements to the regional economy and Watertown’s economic, social, and the design character of the streetscape could also help create a physical assets put it in a strong position to be economically sense of place along the commercial corridors. The Town is sustainable over the long term. actively supporting the development of an urban form that attracts workers in the creative economy, including compact However, Watertown’s success in capturing this market depends residential development and amenities such as restaurants, on its success in leveraging the untapped potential in its retail, and parks. commercial corridors. As discussed in the 2011 Strategic Framework for Economic Development, Watertown lacks a clear Goals and Strategies from the 2011 Strategic Framework and cohesive image. In contrast, other area communities have The strategy presented in the 2011 Strategic Framework for been able to brand themselves as the type of vibrant live-work- Economic Development identifies potential growth industries for play centers in demand by the knowledge economy. Though it is Watertown that would provide the greatest economic benefit. one of the region’s densest communities, the Town has a The plan was developed over a 15-month period that involved substantial area dedicated to car-centric development and urban coordination and engagement with the public, the Town and its form that diminishes the sense of place found within elected officials, and local businesses, as well as state and Watertown’s squares. With the historic road network, there have regional economic development entities such as the Mass Office been limited options for expanding the bicycle network, creating of Business Development, and the Mass Biotech Council. walking connections, or expanding the multi-person transit network. Watertown Square and major roadway corridors such as Arsenal Street are being improved for pedestrians but options 13 Jones Lang LaSalle, High-technology Office Outlook, United States, 2013 for the narrow corridors are limited. Likewise, while the first 14 Strategic Framework for Economic Development, Town of Watertown, 2011

80 ECONOMIC DEVELOPMENT

The goals outlined in the 2011 plan are as follows:

f Capitalize on key industry clusters.

f Strengthen the identity of the Town.

f Promote investment in under-utilized areas.

f Shape the character of new development.

f Link jobs and infrastructure.

Cover of the Strategic Framework for The implementation strategies described in the 2011 Strategic Economic Development study Framework call for making the Town more attractive to high- technology companies that have outgrown or want a more The plan identified the need for a balance between the Town’s affordable alternative to Cambridge and Boston. High-tech unique historical and environmental context, the needs of larger workers have indicated a preference for urban amenities such as and smaller firms, the benefits of supportive retail and restaurant restaurants, retail, and walkable places. As such, the Strategic establishments, and quality of life factors for its diverse resident Framework encourages the development of destination retail and employee populations. The vision statement below shows a and restaurants and a mixed-use, walkable urban environment strong orientation towards the innovation economy that has along key commercial corridors to reflect the environment these driven economic recovery in Cambridge and Boston over the companies would be leaving behind. The implementation past five years. The Strategic Framework envisions a Watertown strategies include establishing a point-person in town to help with better infrastructure and clear communication channels businesses with location decisions, making improvements to between public agencies and private businesses. infrastructure, streetscapes, and access, and developing public/ private partnerships to facilitate these investments. Closely aligned with the beautiful Charles River, Watertown can become a vital location for innovative businesses that grow out This Comprehensive Plan builds upon the 2011 Strategic of the strong regional economy emanating from the universities Framework. The specific strategies recommended in this and medical centers in Boston and Cambridge. Ongoing Comprehensive Plan are adopted from the Strategic Actions investment in infrastructure will create benefits for residents and recommended in the 2011 Strategic Framework and include employees, enhancing the Town’s identity with convenient development policies, infrastructure investment, marketing and transit, pedestrian friendly streets, and a network of trails and outreach, and public/private partnerships. Likewise, the five parks. Strong communication among Town leaders, business redevelopment areas identified in the strategy align with the leaders, residents, and civic interests will lead to a setting where focus areas identified in this Comprehensive Plan. These include private investment is encouraged for the role it can play in the West End / Pleasant Street Corridor, South Square, Union creating jobs, strengthening the tax base, and building the Market, Arsenal North, and Coolidge Hill. future of the Town.

81 Watertown Comprehensive Plan

Baseline Assessment Watertown consistently has a lower unemployment rate than the state. Watertown’s unemployment rate, at 4.9 percent in 2011, The following economic profile inventories key indicators related was generally around one percentage point lower than the to the performance of the local economy, including information Massachusetts unemployment rate. The most current reported on the labor force, local and regional economic development unemployment rate was 3.4 percent as of December 2014, while efforts, local business establishments and commercial space in the Massachusetts state unemployment rate was 4.8 percent15. Watertown, and target industries identified in the 2011 Strategic Framework. While these measures can enhance understanding The median age of the community speaks to community of the economic situation, there are other less tangible elements character and can be an indicator of Watertown’s suitability as a such as quality of life and business climate perceptions that can potential live-work-play hub for workers migrating out from also influence local conditions. Cambridge and Boston. Watertown has aged slightly over the past decade. In 2010, the median age in Watertown was 38.3 Labor Force Characteristics years, compared to a median age of 36.7 in 2000. In comparison to its neighbors, Watertown’s population is younger than Watertown has a population of 32,863 as of 2012 and a labor Belmont (41.5 years) and Newton (40.5 years) and older than force that averaged 20,006 workers based on a 2007-2011 ACS Waltham (33.9) and Brookline (34.0). The median age in the estimate. Like much of the surrounding communities, urban center is significantly lower—30.2 in Cambridge and 30.8 Watertown’s workers are highly educated. In the same 5-Year ACS in Boston. Estimate, fifty-five percent of the Watertown labor force held a Bachelor’s degree or higher, and another 17 percent had a college or an associate’s degree. In 2000, 47 percent of the Population 31,915 workforce held a Bachelor’s degree or higher. Median Age 38.3 years Education (above H.S.) 91.50% The median household income was $76,718 according to the 2011 American Community Survey (ACS) 5-year estimates, Labor Force (16+ years) 20,006 workers significantly higher than the median income of $59,764 in 2000. Travel Time to Work, mean 25.7 minutes Median income has climbed steadily in spite of the recession Housing Units 15,348 from $71,377 in 2009 to $74,081 in 2010. Incomes in Watertown Household Income, median $ 76,718 are higher than Cambridge ($69,017), Boston ($51,739), and Waltham ($60,632). The suburban communities of Newton and Table 5-1 Watertown Facts (see footnotes below for data sources) Brookline have significantly higher median incomes, $109,724 Sources: 2010 Demographic Profile, 2007-2011 American Community Survey 5-Year and $97,250, respectively. Belmont, at $70,400, also falls in the Estimates. middle of the range.

15 Massachusetts Executive Office of Labor and Workforce Development, 2014

82 ECONOMIC DEVELOPMENT

Figure 5-1 Educational Attainment of Watertown Residents institutions. The Chamber hosts events and networking opportunities that “develop, encourage, promote, protect, and ϴй advance Watertown and Belmont businesses” and “promote the civic interests and general welfare of the community.” In addition, >ĞƐƐƚŚĂŶŚŝŐŚƐĐŚŽŽůŐƌĂĚƵĂƚĞ the Chamber provides small business services such as SCORE ϮϬй ,ŝŐŚƐĐŚŽŽůŐƌĂĚƵĂƚĞ counseling and group health insurance.

ϱϱй ^ŽŵĞĐŽůůĞŐĞŽƌĂƐƐŽĐŝĂƚĞΖƐĚĞŐƌĞĞ Metro North Workforce Investment Area ĂĐŚĞůŽƌΖƐĚĞŐƌĞĞŽƌŚŝŐŚĞƌ ϭϳй The Town is part of the Metro North Workforce Investment Area, which serves twenty communities located northwest of Boston,

Sources: 2007-2011 American Community Survey 5-Year Estimates. from Cambridge and Watertown north to Burlington, Wilmington, and North Reading. Although Watertown Language skills can be an important factor in obtaining participates in this collaborative, it has not defined Watertown’s employment. In 2011, thirteen percent of Watertown’s economic development efforts. population had limited English-speaking skills. (2007-2011 American Community Survey). In recent years, the foreign-born The Metro North Regional Employment Board (REB) is a public- population in Watertown increased from 20.3% in 2000 to 25.9% private partnership that sets local workforce policy, determines in 2011. Close to half of the foreign-born population in how state and federal funds are best used for workforce Watertown were identified as Asian (47%), just under a third development, aligns the needs of employers to the needs of area were European (27%), and about one out of five was from Latin residents, and oversees the Metro North One-Stop Career America. Workforce development programs at the local level Centers where both job search and employer services are should consider whether there is a need for programs for provided. non-native English speakers. The Metro North REB’s FY 2013 – FY 2016 Strategic Plan presents Institutions Supporting goals that are in line with the 2011 Strategic Framework for Local and Regional Economic Development Watertown. Its primary goal is to close the skills gap for the region’s target industries by connecting directly with businesses Watertown-Belmont Chamber of Commerce to develop training and educational programs for youth, unemployed adults, and the incumbent workforce. The plan The Watertown-Belmont Chamber of Commerce is a nonprofit identifies five target industries that match or are closely tied to organization supporting local business in Watertown and the five industries identified in the 2011 Strategic Framework. Belmont. As of November 2013 the member directory listed 154 These include Advanced Manufacturing, Healthcare, Information Watertown businesses that include international corporations, Technology, Life Sciences, and cross-cutting STEM (Science, smaller businesses, nonprofit organizations, and local Technology, Engineering, and Math) Occupations. The Metro

83 Watertown Comprehensive Plan

North REB is focused on developing partnerships and funding gains were observed in the knowledge industries—Professional resources in these target industries, identifying entry-level job and Technical Services (9%), Information (23%), and Finance and opportunities, and aligning education and training programs to Insurance (7%). The number of jobs in Information and those opportunities on a regional level. The Metro North REB Manufacturing has held steady in spite of one out of five firms in advances Watertown’s economic development goals by the Information industry and one out of ten firms in implementing training and education programs for the Manufacturing having left Watertown between 2009 and 2012. workforce, by marketing and filling local hiring needs, and by building capacity with strategies that complement and Regional job growth in the Metro North Workforce Investment strengthen Watertown’s target industries. Area grew from 399,819 jobs in 2010 to 446,232 jobs in 2012, according to previous state job numbers. Watertown should Local Business in Watertown have job growth in its established industry clusters in healthcare- related, engineering and design, and educational industries, as The number of jobs in Watertown remained steady at around well as retail and food service industries. The regional center 19,000 from 2009 to 2012. There are slightly fewer retail trade located on Arsenal Street continues to provide larger destination establishments but more jobs, which may reflect the presence of retail opportunities, including Home Depot, the Arsenal Mall, large format retail at the Arsenal Mall. The most consistent wage Best Buy, and Target.

Table 5-2 Watertown Employment by Sectors, 2009 compared to 2012

% chg # of Avg. NAICS Code - Industry Avg. Employment % chg % chg 2009 to 2012 Establishments Weekly Wage 44-45 - Retail Trade       54 - Professional and Technical Services       51 - Information       52 - Finance and Insurance       62 - Health Care and Social Assistance       61 - Educational Services       31-33 - Manufacturing       23 - Construction       72 - Accommodation and Food Services       Other       Total, All Industries      

Source: Massachusetts Executive Office of Labor and Workforce Development (MA EOLWD) ES-202, 2012

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Table 5-3 Watertown’s Top Employers f Design includes firms engaged in architecture, landscape architecture, structural and systems Tufts Health Plan engineering, environmental consulting, and interior athenahealth design. Perkins School For the Blind Vanasse Hangen Brustlin Inc. f Advanced Manufacturing involves the application of Doble Engineering Co. science and innovative technology to improve the Harvard Business Review design, control, fabrication, and assembly of products, Harvard Business School Publishing Corp. including instrumentation and precision components. Home Depot J C Cannistraro LLC Life Sciences Sasaki Associates Inc. Super Stop & Shop The Boston-Cambridge area is one of the nation’s epicenters for Target the life sciences industry, which includes pharmaceuticals, medical devices, diagnostics, and biotechnology. As firms have Source: MA EOLWD, 2012 grown from research into production and distribution, some have moved into parts of Greater Boston, like the Route 128 Targeted Industry Clusters corridor, for larger and lower-cost facilities. Identified in the 2011 Strategic Framework

The 2011 Strategic Framework identified four industry clusters Watertown’s employment in the life sciences has more than that would complement Watertown’s strengths in the regional doubled since 2001. The five neighboring communities have economy. These four industries, defined below, would help experienced slightly greater growth in scientific research and diversify Watertown’s economy by capitalizing on its existing development, indicating this is a growth opportunity for building stock and development potential, transportation Watertown. Between 2001 and 2008, industry employment in connections, and proximity to the Boston-Cambridge markets. the five adjacent towns increased by over 5,000 jobs (40 This section introduces the four target industries. percent), with most of the growth in neighboring Cambridge. The Town’s largest research and development (R&D) employers is Key industry clusters16: New England Research Institute, which conducts a variety of contract research for biomedical firms and institutions. f Life Sciences are the basis for a diverse industry that Additionally, Watertown hosts a number of smaller includes pharmaceuticals, medical devices, diagnostics, pharmaceutical and medical device manufacturing firms. and biotechnology. The 2011 Strategic Framework also identified a growth f Information and Media includes software development, computer systems design, digital media, opportunity in pharmaceutical manufacturing. telecommunications, and internet services 16 Strategic Framework for Economic Development, Town of Watertown, 2011

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Information and Media recently accepted $9.5 million in state tax credits on the promise of growing the firm to 3,000 jobs by 2023, the state’s biggest Over the past decade, the evolution of digital technologies has incentives package in recent history. Athenahealth has also had an enormous impact on how business is done and how described plans for the complex that include space to people interact. The research institutions and research-oriented accommodate startups that are associated within the tech business environment in Boston/Cambridge primed it to industry. become a leader in this industry, which includes software development, computer systems design, digital media, The New England Sports Network (NESN) is also located along telecommunications, internet services, and related consulting Arsenal Street. NESN was launched in 1984 and is one of the services. country’s first regional sports networks. It is owned by the Boston Red Sox and Boston Bruins and delivered to over 4 As in the life sciences, firms have migrated outward as they have million homes throughout the six-state New England region and grown. In Watertown, the Arsenal on the Charles has become a nationally. hotspot for digital technology. The 2013 announcement that athenahealth acquired the Arsenal on the Charles is expected to Design augment the tech sector presence along Arsenal Street. Athenahealth, is an electronic medical records company that is Architecture and engineering is the largest and strongest Watertown’s largest software firm and Watertown’s largest and segment of Watertown’s professional and technical industry. The fastest-growing employer. Between 2010 and 2013, industry took a hit as construction dropped during the recession, Athenahealth grew from 500 to 1,100 employees. The company but is expected to recover at a modest national growth rate of 1.6 percent through 2018.

Watertown employs a combined 600 workers at the headquarters for two large planning, design, and engineering services firms—Vanasse Hangen Brustlin and Sasaki Associates. J.C. Cannistraro, a mechanical systems company, employs over 300 employees. Altogether there are 20 firms in architecture and engineering, most of which employ 25 or fewer workers.

Advanced Manufacturing

Advanced manufacturing is the rapid development and production of new products from emerging technologies. Watertown’s location and building stock make it a suitable competitor for similar types of businesses that emerge from the The Arsenal on the Charles area research institutions. 86 ECONOMIC DEVELOPMENT

Watertown’s building stock and proximity to Boston and occupy space across Arsenal Street in the Watertown Mall. Cambridge positions it to capture a fair share of growth in Further east on Arsenal Street, the Arsenal on the Charles advanced manufacturing. Watertown has long been home to campus houses 760,000 square feet of office and retail. engineering and manufacturing firms like Doble Engineering, Radiation Monitoring Devices, and United Electric Controls. Watertown has also attracted new business expansion. Watertown’s location in close proximity to the Harvard expansion In recent years, the Town has also proven itself as a competitive project in Allston (including a $1 billion science center) could location for the headquarters of firms that are innovating in the play a possible role in terms of related research and start-ups, as life sciences and engineering. WiTricity graduated from a startup well as retail and restaurant demand. location on Coolidge Hill Road to a larger location on Grove Street. Other advanced manufacturing companies in Watertown The Riverworks complex (the renovated Aetna/Bemis Mills include Exergen Corporation, creator of the first temporal artery buildings at 480 Pleasant Street) signed new tenants in 2012 to thermometer, and Seven Cycles, a manufacturer of high-end replace the former Boston Scientific headquarters. Companies bicycles. In 2012 FORMA Therapeutics opened its new include the Alzheimer’s Association Massachusetts/New headquarters with support from the Massachusetts Life Sciences Hampshire Chapter, Sabre Hospitality Solutions, Education Center. The headquarters supports FORMA’s high-throughput Resource Strategies (ERS), and Mimecast, among others. screening, computational and medicinal chemistry, and biology teams. Two significant redevelopments on Arsenal Street have the potential to improve the attractiveness of Watertown as a Commercial Space in Watertown location for businesses in its target industries. The first is reconfiguring the Arsenal Mall into the “Arsenal Project”, which is Watertown has approximately 10 million square feet of still in its conceptual stages. commercial and industrial floor area sited on a little over 500 acres. This commercial inventory includes office/flex space in To the west of the Arsenal Project, at the 29-acre Arsenal on the historic and newer buildings, lab/R&D buildings, flexible Charles, athenahealth announced, in September 2013, a vision incubator space for start-ups, manufacturing buildings, for 150,000 square feet of new office space, accelerator space for warehouse structures, and vacant structures. Strategic health information startups, and related amenities such as a investments from local businesses over the past few years have theater, restaurants, beer garden, museum, parks, paths and rehabilitated the historic buildings along the Arsenal Street other civic spaces. Athenahealth envisions a transformation of corridor into some of the Town’s most in-demand retail and the complex into a “permeable” office complex that is “not a business locations. The redevelopment of the Watertown Arsenal closed corporate park, but an open place – a community center has transformed the Town into a regional center for large format where lots of thinking people want to be.” Its approach will be to retail, with the Arsenal Mall, a 225,000 square foot mall with “plan in ways that are delightful each year, so that something shops like Forever 21, Sports Authority, Marshall’s, and Golfsmith new happens to bring us all together.” which is adjacent to a separate Home Depot. Target and Best Buy

87 Watertown Comprehensive Plan GOALS

Looking forward, Watertown will need to compete with other suburbs in the Inner Core area to capture its share of the growth of its target industries. This section identifies opportunities to make Watertown a more attractive place to do business and to promote its many existing assets.

The strategies presented in this plan will improve the development and marketing of a live-work-play lifestyle in Watertown along Arsenal Street, as well as improvements to the neighborhood retail districts in Coolidge Square and Watertown Square. It also presents tools to facilitate new growth and development in underutilized corridors such as Galen Street, Main Street and Pleasant Street. The economic development strategy focuses on supporting job growth and creating identity by building upon the Town’s strengths in the life sciences, advanced manufacturing, information and media, and design and engineering industries. Goal 1 Goal 4

Promote and maintain conditions that support the Align education and training opportunities with growth of the Town’s key industry clusters in the life careers in the region’s growth industries. sciences, advanced manufacturing, information and media, and design and engineering industries. Goal 5

Goal 2 Strengthen the identity of the Town as a vibrant, livable community. Retain and support the growth of existing businesses in Watertown. Goal 6

Goal 3 Build capacity for implementing economic development projects in Watertown. Unlock development potential in existing commercial corridors and centers.

88 ECONOMIC DEVELOPMENT RECOMMENDATIONS

Growth and change are already underway in Watertown’s mixed-use and commercial corridors. The strategies detailed in this section build on the recommendations in the 2011 Strategic Framework for Economic Development to help shape the evolving identity of the Town and support Watertown as a more vibrant and attractive place for business.

Goal 1. Promote and maintain conditions that support the growth of the Town’s key industry clusters in the life sciences, advanced manufacturing, information and media, and design and engineering industries.

A. Promote Watertown as a favorable municipal environment B. Encourage the provision of flexible, affordable, and for firms in the key industry clusters of Life Sciences, right-sized office space for small, growing and mid-sized Information and Media, Design, and Advanced firms. Manufacturing, as identified in the Strategic Framework for 1. Provide expedited permitting incentives that Economic Development. encourage the inclusion of small-scale, flexible 1. Seek a platinum rating from the Mass Biotech Council. incubator space as a potential amenity. Watertown currently has a second-level gold rating, 2. Coordinate the development of business and other while the competing communities of Boston, innovative incubators, through support of nearby Cambridge, Lexington, and Waltham have achieved the universities and/or organizations by considering platinum rating. options like providing space and services in existing 2. Support the key anchors of the industry clusters by Watertown facilities. ensuring the appropriate zoning is in place and areas are identified for successful business development and C. Facilitate the development of a continuum of housing expansion. options that supports the live-work-play lifestyle preferred by workers in the Town’s target industries especially along the major corridors, such as Pleasant and Arsenal Street

1. Consider options for providing financial incentives to encourage mixed employment and residential uses in redevelopment proposals.

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Goal 2. Retain and support the growth of existing businesses in Watertown.

A. Encourage investment in the roadway and utility C. Promote Watertown as a great place to do business. infrastructure. 1. Coordinate with state and regional agencies, including 1. Seek MassWorks infrastructure funding for roadway the Mass Office of Business Development, and relevant and utility improvements, such as along Arsenal Street industry councils such as the Massachusetts Biotech and the potential reconfiguration of the intersection Council, Massachusetts Medical Device Industry with Arlington Street and Coolidge Avenue. Council (Mass MEDIC), and the Massachusetts Technology Leadership Council to create informative B. Strengthen networking opportunities for local businesses. messaging materials to market available commercial 1. Continue to coordinate with the Chamber of real estate in Watertown. The Town can provide more Commerce and other local business groups/initiatives information on specific sites regarding zoning, real in providing small business outreach and services. estate taxes, etc. Consider options for local business campaigns and 2. Maintain an appropriate mix of industrial and shop local initiatives. commercial properties to ensure a successful and 2. Convene a regular CEO Roundtable to focus on issues strong non-residential tax base. of particular concern to medium and larger employers.

Goal 3. Unlock development potential in existing commercial corridors and centers.

A. Promote investment in vacant or underutilized properties B. Identify and designate potential development sites for the on the Pleasant Street, Arsenal Street, Main Street and M.G.L. c. 43D Expedited Permitting Program. Sites that Galen Street Corridors in order to maintain an appropriate meet certain criteria including the capacity to develop at mix of land use types in the property tax base. least 50,000 square feet of gross floor area can be considered. The Town would revise its permitting process 1. Develop materials to promote development-ready sites to ensure that permits can be obtained within 180 days. where the property owners are interested in Two sites on Pleasant Street were designated in 2008 and redevelopment opportunities and there are minimal others could be contemplated. impediments to redevelopment such as site remediation.

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C. Set in motion the remediation of the 25 properties E. Implement zoning and other policies that link commercial identified by the Massachusetts Department of development with contributions to community benefits. Environmental Protection as needing or potentially 1. Consider use of incentive zoning techniques to needing environmental remediation. facilitate mixed-use development and other 1. Set up meetings with MassDEP to verify the inventory sustainability enhancements such as energy efficient and develop partnerships with property owners and/or construction. potential developers interested in the properties, 2. Establish expedited permitting procedures for including any brownfield funding opportunities. installation of energy conservation devices on residential or commercial buildings (e.g., green permit D. Build institutional capacity to improve existing business program). districts by unifying businesses and helping them connect to the community. 3. Consider use of District Improvement Financing (DIF) as a tool to support roadway and streetscape 1. Convene key stakeholders to gauge interest in Business infrastructure improvements for large-scale private Improvement Districts (BIDs) or other mechanisms in sector development that achieves significant civic Watertown Square and/or Coolidge Square and key goals such as the proposed Arsenal Street corridors to improve the visual quality of the public redevelopment projects. Specific infrastructure needs realm through measures such as undergrounding of will need to be identified, especially as they relate to utilities, street cleaning, façade improvement grants, potential development opportunities. street furniture, signage improvements, etc. 4. Improve the supply of and options for public 2. Support the development of a local perks or discount transportation and other transit service in Watertown program for participating retail and restaurant businesses to encourage residents to shop local. 5. Consider flexible live-work and other innovative zoning language for alternative work spaces and innovative economic development

Goal 4. Align education and training opportunities with careers in the region’s growth industries.

A. Enhance the School District curriculum and facilities to K-12 students in Watertown’s public schools. ensure children and young adults are prepared to participate in the region’s employment opportunities. B. Connect the workforce to training and continuing education opportunities that are tied to the strengths of 1. Encourage School Department collaboration with local the local business community. businesses and universities to introduce Science, Technology, Engineering, and Math (STEM) careers to 1. Partner with the Metro North Regional Employment

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Board or other similar groups to develop training and universities to support the community’s residents programs that directly link to employment and employment base. opportunities in the Town’s growth and target 3. Ensure that Watertown’s schools are part of a highly industries. regarded school system that continues to attract 2. Identify opportunities such as continuing education families who live and work within the community. programs, technical and vocational schools, colleges,

Goal 5. Strengthen the identity of the Town as a vibrant, livable community.

A. Develop marketing strategies that celebrate recreational 2. Ensure that zoning allows for opportunities for opportunities and facilitate recreation-oriented sidewalk and riverfront cafes. concessions. 3. Develop design solutions that address traffic noise, air 1. Encourage special events programming to celebrate quality, and safety concerns in Watertown Square. Town’s history and heritage in areas such as Watertown 4. Work with the MBTA and State officials to advocate for Square, Coolidge Square, Mount Auburn Cemetery and improved service on the #70/70A, 71, and express Arsenal Street. routes and for transit station improvements in 2. Celebrate recreational opportunities at the Gore Estate, Watertown Square and Yard. along the Riverfront, and on any completed sections of 5. Coordinate with private businesses on expanded, the Watertown Community Path and Greenway. shared shuttle services open to the public between 3. In collaboration with DCR, encourage local river- primary residential and employment hubs and transit focused businesses and activities to locate along the hubs. Consider the creation of a Transportation river corridor. A key component of this is identifying Management Association as a method of key access points and preferred uses along the river implementing it. such as boat rentals, food kiosks, events, and other 6. Revise and update the sign regulations to reflect exciting opportunities that would support and fit with current sign technology and to allow for site new business creation on adjacent private property. appropriate signage in evolving mixed use districts such as along the Arsenal Street corridor. B. Improve the quality of street life and sidewalk culture on primary commercial corridors. C. Promote neighborhood retail in areas such as Watertown Square, Arsenal Street, Pleasant Street (through mixed use 1. Increase the number of liquor licenses available in in targeted areas), Main Street and Coolidge Square. Watertown to allow for more dining choices, through legislative action or other identified options.

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1. Advance design guidelines and commercial facade 1. Consider establishing a cultural district(s) in an area of improvement programs that will make retail spaces in Watertown, like at the Arsenal Center for the Arts. Watertown Square and Coolidge Square more Cultural districts have been created in other appealing. communities as a way to assist the local arts 2. Modify regulations that inhibit development of community to improve the quality and range of their restaurants and entertainment uses that help to public programs. They can help to attract artists, enliven and extend activity in commercial districts. cultural organizations, and entrepreneurs of all kinds, Reassess parking requirements that limit options for thereby enhancing property values and making new restaurants and outdoor dining as part of Watertown more attractive. restaurant expansions. 2. Consider options to require public art to be 3. Develop streetscape guidelines for features such as incorporated into development projects and public street trees, lighting, public artwork, street furniture, spaces and a maintenance/conservation plan be bicycle, pedestrian and transit accommodations, and developed for each installation. wayfinding signage as part of redevelopment in 3. Continue the collaboration and support of local arts identified areas such as squares and along corridors. and cultural institutions such as the Arsenal Center for 4. See Land Use and Transportation Elements for the Arts and its various programs. recommendations to improve parking, urban design, 4. Consider options for creating a Public Art and Culture and pedestrian safety and traffic calming. Committee to distribute funds for the Arts, facilitate placement of public art, and to advocate for public art, D. Provide and promote the arts to enhance the sense of particularly as it is considered as part of new place and quality of life for all residents. development projects.

Goal 6. Build capacity for implementing economic development projects in Watertown.

A. Consider creating “one-stop shop” type capacity in Town B. Strengthen partnerships with the Chamber of Commerce Hall to support businesses interested in locating in and industry councils to improve business retention and Watertown, including marketing of development-ready attraction. sites and guidance for permitting and other business needs. The Town could consider developing an Economic C. Maximize relationships with state and regional agencies for Development Commission or could create/assign infrastructure, training, education, and networking. e.g., responsibilities to a staff position responsible for Metro North Regional Employment Board for training/ facilitating economic development initiatives by the Town education opportunities and MassWorks for infrastructure. and its partners.

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94 Ball Field at Arsenal Park OPEN SPACE AND RECREATION

OPEN SPACE AND RECREATION 6

Introduction

During the public input process, Watertown residents spoke The OSRP was approved by DCS and the plan was modified in often about the value they place in the Town’s open space and 2008. This extended the DCS approval through October 2013. recreation facilities. The Commonwealth recognizes this The key points from the OSRP are summarized and updated in importance as well and encourages each community in the state this element of the Town of Watertown Comprehensive Plan. to have an Open Space and Recreation Plan (OSRP), which is to Open space resources, passive, and active recreation are be updated every seven years. When an OSRP is completed and discussed in this chapter, and natural resources, such as water approved by the Division of Conservation Services (DCS), the and wildlife, are discussed in more detail in the Natural and community is eligible for grant programs administered by DCS to Cultural Resources chapter. fund open space acquisition or enhance recreational facilities.

Watertown’s latest Open Space and Recreation Plan was completed in 2005. It represented a strong collaborative effort led by a municipal Task Force and included various stakeholders in the community with a concerted and thorough public outreach component.

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across the town. That is approximately 3.48 acres per 1000 What is Open Space? persons, significantly less than what the traditional standard of 10 acres per 1000 persons (National Recreation and Park According to the Massachusetts’ Executive Office of Association). NRPA recently established a new set of guidelines Energy and Environmental Affairs, open space is: based on level of service rather than applying the 10 acres per 1,000 people to all communities. Using the newer approach, “conservation land, recreation land, agricultural land, each community must be considered individually to tailor the corridor parks and amenities such as small parks, green most appropriate range, quantity and quality of recreational buffers along roadways or any open area that is owned by facilities based on local demographics and the community’s an agency or organization dedicated to conservation.” fiscal limits. From this perspective, the Town offers extensive and Passive Recreation refers to things such as walking, diverse programming through its parks and recreation programs picnicking, relaxing on a park bench, hiking, bird but resources are limited and the options for expanding public watching, etc. open spaces is very limited17.

The OSRP included a detailed description of many of the specific open spaces and parks and made recommendations for Baseline Assessment enhancement. The following is a summary of the key sites, along with updates on recent upgrades and improvements proposed The Town of Watertown has a wide variety of open space for implementation in the next several years. resources within its four square miles. The 2008 OSRP included a detailed inventory of Watertown’s open spaces and recreational Private Open Space Resources facilities. There are several important issues to consider regarding open space resources in Watertown. First, much of the Within Watertown’s boundaries are three privately owned but Town’s open space is privately held and a high percentage of regionally recognized landscapes; the Mount Auburn Cemetery, that land is not accessible to the public. Second, with the portions of the Gore Estate, and the Oakley Country Club. exception of the Charles River Reservation land that is managed Altogether, approximately 281 acres of open space is privately by the Department of Conservation and Recreation (DCR), the held, but only half is publicly accessible. Together, these areas Town’s public spaces are all small and heavily used – mostly as play an important role in Watertown’s open space system by parks providing active recreation opportunities, rather than for providing relatively large expanses of scenic open landscape, as passive use. Lastly, Watertown falls below the accepted standard well as the ecological benefits of permeable surface, local for the amount of open space available on a per capita basis, and habitat, sunlight, and air circulation. there is little available land to expand its inventory.

As described in the OSRP, there are approximately 115 acres of

publicly owned and publicly accessible open space distributed 17 Interview with Peter Centola, September 24, 2013

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The Gore Estate, with approximately 30 acres of land in Watertown, is located along the Town’s western border with Waltham. The property was the 19th century estate of Massachusetts Governor Christopher Gore. It includes a small farm and an elegantly furnished mansion considered by architectural historians to be the most significant Federal period mansion in New England. The grounds were developed with respect to the contemporary ideas of Sir Humphrey Repton, one of the last great English Landscape Architects, in an informal fashion with broad lawns, open fields, ponds, clumps of trees, and inconspicuous gardens. The Watertown portion is currently used for limited agriculture. The home, located in Waltham, is set atop a hillside towards the northern edge of the site. Several small ponds and a stream are present on the property. Development is restricted by these wetland areas as well as the Mt. Auburn Cemetery in May historic nature of the estate itself.

The largest contiguous open space is the Watertown portion of This area of Town does offer some opportunity for expanded Mt. Auburn Cemetery, which consists of 151.1 acres of well- open space. Adjacent to the Gore Place property are large swaths manicured grounds with numerous species of both indigenous of land that once served manufacturing and industrial purposes, and exotic tree and shrub species. The cemetery extends into are visually blighted, and have served as large parking areas. Cambridge to the east. It is on the National Register of Historic Although some of these parcels, mostly to the south, have been Places and was recently designated a Great Place in America by redeveloped, there is still potential to connect the northwest the American Planning Association. Founded in 1831, it was the part of Watertown to the Charles River both visually and first large-scale designed landscape in the United States open to programmatically. the public. It is credited as the beginning of the American public parks and gardens movement and set the style for other Oakley Country Club is another significant tract of private open suburban American cemeteries. The cemetery is important for space situated at the northern boundary of the Town that both its historical aspects and its role as an arboretum. Mount provides both a well maintained private golf course and limited Auburn has a massive and renowned collection of over 5,500 wildlife habitat. The Oakley Country Club was founded in 1898 trees and includes nearly 700 species and varieties. Thousands of on the grounds of the Otis Family Estate; Harrison Otis was the maintained shrubs and herbaceous plants thrive among the Mayor of Boston for three consecutive terms. The estate received cemetery’s hills, ponds, woodlands, and clearings. The cemetery its name from the abundance of local oak trees in the vicinity, contains more than 10 miles (17 km) of roads and many paths. some estimated to be nearly 800 years old. The Oakley was one

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of the first golf courses in the country. Currently the site consists Figure 6-1 Victory Field Improvements of several individual parcels zoned as CR (Cluster Residential). The site is surrounded on three sides by residential development and has Belmont Street as its northern boundary18.

Watertown Park and Recreation Facilities and Programs Park and Recreation Facilities

Watertown maintains 13 multi-purpose parks and playgrounds. The size of these parks range from one acre at the Cunniff Elementary School to 14 acres at Filippello Park.

There are 16 tennis courts and 15 basketball courts with Source: Town of Watertown, MA approximately half of those facilities having lights for seasonal evening use. The Town also has two street hockey courts and one One of the more significant recreational facilities in Watertown is skate park for all skill levels. There are nine little league sized Victory Field, which was mentioned frequently by residents baseball / softball fields, two major league sized baseball fields, during the public outreach process. Adjacent to Victory Field is and one football field with stands that can accommodate 1,500 the town’s most important municipal t passive open space spectators. known as Whitney Hill. Victory Field was originally dedicated in May of 1922 to those who served and died in World War I. The field is heavily used by the School Department, Recreation Department programs and leagues, and local youth organizations. Victory Field also includes a 400-meter rubberized track that is also used year-round by residents for walking and running and there is a multi-use field within the track. The varsity field has a baseball field and was entirely updated with artificial turf through a recent renovation. The lighting system was also upgraded with energy efficiency included. The baseball field includes seating and baseball related amenities (bullpen, batting cages, scoreboards and dugouts). Victory Field is the home for Watertown High School sports (See Figure 6-1).

Aerial view of Victory Field Image source: Town of Watertown 18 2008 Watertown Open Space and Recreation Plan, pp. 38 - 40 98 OPEN SPACE AND RECREATION

For younger children, the Town manages 15 tot-lots (many of facilities due to the heavy demand for park and field use,. Permits which are located within the Town’s park and recreation facilities) are typically issued on a first-come first-served basis. that have a rubberized safety surface and modern equipment. In addition, the amenities at Filippello Park include a 400-yard All indoor recreational facilities are maintained by the School walking path where children can ride bicycles. Department and can be rented to the Recreation Department for non-school programing. The Department of Public Works is charged with maintaining the outdoor recreational facilities, although there is also some outside assistance provided by the adult youth and adult leagues, as well as private organizations that provide stewardship to specific parks.

In addition to the recent improvements to Victory Field, other scheduled facility upgrades include tennis court enhancements and a multi-purpose court in Casey Park, energy efficiency measures at several locations, playground renovations behind the police station, landscaping at the Grove Street entrance at O’Connell Playground Filippello Park, and upgrades at Moxley Park. The Town is also Image source: Town of Watertown committed to creating dog parks within the community to allow for off leash recreation. The John A. Ryan Skating Arena is a NHL-size skating rink owned and operated by the Town of Watertown. This important venue Park and Recreation Programs serves as the home to a number of youth and adult hockey The Watertown Recreation Department has a robust recreation leagues, as well as high school and collegiate school teams. The program for residents of all ages. Over 2,000 residents are served arena has a seating capacity for 1,250 spectators. It is typically through these programs annually. The highest demand occurs in open from August until April and can be rented out for events the summer, when the Town hires over 90 seasonal employees to such as birthday parties. run the programs, supplementing the 15 – 20 year-round part-time and three full-time employees. The Town is also the location for Dealtry Pool, an outdoor facility owned and operated by DCR near Watertown Square. The pool is The recreation schedule includes after-school programs at each equipped to allow adult lap swimming and also has a wading elementary school, seasonal sports for youth and adults, lessons pool for younger swimmers. and clinics, crafts, and theater programs. Watertown Recreation collaborates with Belmont Recreation to service Special Persons The Recreation Department has instituted a permit policy for the Organized for Recreation Time (SPORT), a special needs program. use of fields, picnic areas, ice time at the Ryan Arena, and other

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Funding is provided by the Towns of Belmont and Watertown as scenic presence to the adjacent Arsenal Park and local area, with well as user fees and private donations. a manicured landscape with contributions and design elements by the Olmsted Brothers Firm. Commander’s Mansion

The OSRP also lists several other categories of public land Charles River including town buildings and town-owned spaces along The Charles River is a regional historic, environmental, and roadways. The most significant of those properties is the historic recreation resource. The water quality has been steadily Commander’s Mansion, a seven acre parcel including both improving and the presence of a regional waterway through building and grounds. The Commanding Officer’s Quarters is Watertown offers a significant number of scenic and historic considered to be one of the highlights of the Watertown Arsenal landscapes. These are considered to be of paramount site. It remains virtually unaltered after over 100 years’ residence importance to area residents, including views to and from the by Watertown Arsenal commanders. The three-story brick river. The Charles River Bikeway, which extends into Boston, Bracketed style mansion, approached by way of the tree-lined provides relatively untouched areas of riverbank as it passes Talcott Avenue (originally known as Main Avenue) overlooks the through Watertown. There are many areas east of the Watertown Charles River. It is now used for a variety of events including Dam where pedestrians and bike riders enjoy river ecosystems weddings, bar mitzvahs, holiday parties, etc. The building is in that have been enhanced and protected. the National Registry of Historic Places and provides a significant

Natural views of the Charles River 100 OPEN SPACE AND RECREATION

DCR’s Charles River Reservation is a linear park stretching from can be accommodated. It also examines other existing and Boston Harbor up the river for 20 miles, four of which are within currently fragmented trail networks that feed into the Charles Watertown, encompassing approximately 53 acres of land. The River Basin to see how they all can be better connected to those lower half of the Reservation, from downtown Boston to the along the Charles. The study identifies barriers that discourage Watertown Dam, is called the Charles River Basin and includes non-motorized transportation such as adjacent parkways, the the Boston Esplanade. The basin abuts the campuses of MIT, Massachusetts Turnpike, rail yards and a variety of automotive Boston University and Harvard University. The Upper Charles dependent land uses. River section of the Reservation begins at Watertown Square and meanders to Riverdale Park in West Roxbury. The Reservation The draft study identifies uncontrolled and unmarked access includes the heavily used Dr. Paul Dudley White Bike Path, an points for pedestrians and bicyclists, including the area between approximately 18 mile loop from Science Park in Boston to the Arsenal Mall and the river. Given the proposed Watertown Square. redevelopment of the Mall and the Master Planning of the Arsenal on the Charles by athenahealth, there are opportunities The Reservation offers many passive recreational opportunities. to enhance these connections. Whether one is interested in walking, birdwatching, canoeing or in-line skating, the Charles River is a wonderful resource19. A number of preliminary recommendations are being considered as the study moves toward completion. They include: There have been several planning efforts aimed at addressing f Creation of wider paved and parallel soft-surface trails access and connectivity issues along the Charles, as well as along the river wherever possible. identifying ways in which the scenic and recreational assets of the river could be enhanced. In 2002, the Charles River Basin f Establishing traffic signals that are exclusive to Master Plan was prepared which looked at (as it relates to pedestrians where feasible. Watertown) extension of access improvements eastward into the f Streetscape enhancements in Watertown and Newton Charles River Basin, improving the landing at Watertown Square, along roadways that connect to the Reservation. and improving visual access from the area. f Several new on-street connections from North Beacon, Currently, DCR and the MA Department of Transportation Arsenal, Mt. Auburn and Galen Streets (MassDOT) are collaborating on a Pedestrian and Bicycle f New pedestrian and bicycle bridge on Maple Street Connectivity Study for the Charles River Basin. Recognizing that the existing trail system on both sides of the river are heavily The plan describes the enhancements in greater detail, including used by walkers, runners, and bicyclists, the study seeks to the locations of crosswalks, multi-use paths, bicycle lanes, etc. identify ways in which the varying needs of these user groups

19 http://www.mass.gov/eea/agencies/dcr/massparks/region-boston/charles-river- reservation.html

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Watertown-Cambridge Greenway

The Watertown-Cambridge Greenway is designed to provide an alternative route for cyclists and commuters utilizing sustainable modes of transportation that are traveling between the west and urban centers in Arlington, Cambridge, and Boston. It also serves as a recreational greenway and passive park with abundant native plantings and wildlife. Phase 1, an almost one mile segment completed and opened to the public in 2011, runs from School Street to the intersection of Arlington, Nichols, and Coolidge Streets and connects the Watertown Mall and local

businesses to residential areas of Watertown and Filippello Park. Trailhead of the Watertown-Cambridge Greenway at Nichols Avenue In June 2013, the Commonwealth acquired a 4.2 acre corridor from B&M Railroad for $1.3 million ($829,000 of DCR’s Land through much of Watertown. A project spearheaded by the Town Acquisition funds and $470,000 of federal funds for green of Watertown, Watertown Bicycle and Pedestrian Committee and transportation). The corridor is located between Grove Street in Watertown Citizens for Environmental Safety, the path is Watertown and Huron Avenue in Cambridge. The new expected to run from the intersection of School and Arsenal acquisition will link the Charles River corridor, Fresh Pond streets in East Watertown, through Watertown Square and to the Reservation, Fresh Pond Shopping Center, Alewife Greenway and intersection of Pleasant and Howard streets near the Charles MBTA station, the Minuteman Bike Path, and the Mystic River River. It will provide a link between the Minuteman Bikeway and Reservation. the Charles River Reservation Path. Approximately 1.75 miles in length, the preferred route roughly follows a former railroad In a separate but equally critical transaction, the City of right-of-way (ROW). It suggests a minimum 8-foot-wide two-way Cambridge acquired from B&M Railroad, a section of former cycle track along Arsenal Street – a bicycle path separated from railroad corridor to the north, between Huron Avenue and traffic by a physical barrier – and a 10-foot-wide shared-use path Concord Avenue with Community Preservation Act funds. when not adjacent to sidewalk21. Cambridge reserved for DCR a 14-foot-wide trail easement over the 2,000 linear feet above Huron Ave. These two acquisitions Open Space and Recreation Needs have more than doubled the length of the original greenway; expanding the greenway from 4,600 feet to 10,200 feet in length, The OSRP identified a number of specific resource and and connecting it with many more miles of trail20. community needs, many of which are still valid. They include improving the health and quantity of town-owned trees; proper An additional connection will be established by the Watertown delineation, mapping, and documentation of the Town’s wetland Community Path, which is a multi-use path that will provide 20 http://www.cambridgema.gov/citynewsandpublications/news/2013/06/ pedestrians and bicyclists with a safe and easily accessible route majorgreenwayslinkforwatertowncambridgegreenwayacquired.aspx 21 http://www.ci.watertown.ma.us/index.aspx?nid=602

102 OPEN SPACE AND RECREATION resources; care and maintenance of ponds (recognizing that many courts, to extend the number of hours of available playing time. of them are located on private property; working with DCR to Continuing to maintain and enhance these services represent a ensure that the condition of the Charles River and its environs challenge to the Town’s Recreation Department and DPW. continue to improve; addressing land use, zoning, and development issues that impact open spaces; and issues related There is a solid relationship with the Parks Department within the to the Town’s park and recreation facilities, including maintenance DPW for field grooming, repairs and striping, equipment repairs, and upgrades necessary to meet the requirements of the and the upgrading of picnic facilities. The Recreation Department Americans with Disabilities Act (ADA). has programmed some improvement projects for the next couple of years. In the longer term, the Department plans to address the The OSRP noted that walking and bicycling were among the most following issues: frequently cited recreational activities among Watertown f Coordinate more with the senior center on programs for residents. Meeting their needs was an important consideration in the elderly that plan and continues to be a commonly mentioned issue during this planning process. In response to the need to meet f Partner with clubs and other private groups such as the ADA standards, the Town undertook a comprehensive assessment Boston Ski and Sports Club on programming of its facilities in an effort to achieve ADA compliance. Establishing f Establish a Park Ranger program to welcome visitors, a tree inventory, improving communication with DCR, and assist with parking, check field permits, etc. providing the Department of Public Works (DPW) with the staff and resources for park maintenance were among the key f Work with sports leagues on maintenance sites management issues raised in the OSRP. recognizing that some fields are overused because demand outstrips the supply of fields (a problem that is Given the land use and development history of Watertown, exacerbated when inclement weather forces additional acquisition of substantial new open space parcels is cancellations). Fees for field use and recreation unlikely. Therefore, the Town’s efforts are focused on maintaining programs cover much, but not all, of the maintenance and enhancing its existing open space and recreation inventory. required. Town residents recognize that parks, open spaces and trees create f Coordinate on health and wellness with the School a high quality of life in Watertown and place a high value on these Department to coordinate programs for youth. resources. In an effort to extend the availability of fields and Recreation wants to continue to integrate programs courts in the Town’s parks, artificial turf was installed at Victory with the schools, particularly to promote public health. Field and an additional turf field was being considered. Artificial turf is more expensive to install, but it can reduce maintenance f Offer a more diverse range of programming needs and expenses in the long run. It also can lengthen the f Work with the Bicycle and Pedestrian Committee amount of available playing time because artificial turf stands up to heavy use and requires no irrigation or trimming. An additional f Establish and monitor several dog parks within town four fields are lighted, as are numerous basketball and tennis and adjust regulations as necessary.

103 Watertown Comprehensive Plan GOALS Goal 1 Goal 4

Identify opportunities to create new parks in Create new opportunities for recreational access underserved neighborhoods, while improving along the Charles River, such as boating, trail accessibility and the overall condition of Watertown’s networks, bicycling, and appropriate related recreational resources. amenities.

Goal 2 Goal 5

Preserve, protect, and enhance publicly owned Promote active and healthy lifestyles. conservation, passive, and active open space.

Goal 3

Encourage private land owners to permanently preserve open space on their parcels.

104 OPEN SPACE AND RECREATION RECOMMENDATIONS

As noted, the Town’s Open Space and Recreation Plan “expired” in Another general recommendation is to reconsider adoption of October 2013. Therefore, one overarching recommendation the Community Preservation Act. Given the value people have relating to open space and recreation is to update it in order to placed in open space and recreation during the public outreach maintain eligibility for Massachusetts Local Acquisitions for process, it is important to continue to maintain and improve the Natural Diversity (LAND) and Parkland Acquisitions and Town’s open space and recreational resources. Although the only Renovations for Communities (PARC) grants. Since much of the attempt to adopt CPA in Watertown failed in 2005, the Town background information will not change, and this public process should reconsider adoption in order to provide needed funds to will inform an update in meeting some of the necessary outreach meet the growing demand on the Town’s parks, playgrounds, aspects, updating the plan will focus on a re-examination of playing fields, and open spaces. Such an effort could be a grass resources, community and management needs, and the roots or citizen led effort, or be initiated by the Town Council. preparation of a new seven-year action plan. That seven-year action plan can build and expand upon the recommendations in this Plan.

Community Preservation Act

The Community Preservation Act (CPA) is a state-wide legislation which allows communities to adopt a property tax surcharge, with revenues from this surcharge to be used for open space preservation, the creation of affordable housing, preservation of historic buildings and landscape, and the creation of recreational opportunities. Dependent on the total number of communities in Massachusetts participating in the CPA and the number of deed transactions that generate fees for the fund, the state matches the town’s surcharge revenues.

At least 10 percent of the Town’s revenue generated annually by the CPA must be spent or reserved specifically for historic preservation, open space, and community housing. No more than 5 percent is utilized for administrative costs. The remainder of the revenue can be spent or reserved for recreation projects, in addition to historic preservation, open space, and community housing.

105 Watertown Comprehensive Plan

Additional recommendations are as follows:

Goal 1. Identify opportunities to create new parks in underserved neighborhoods, while improving accessibility and the overall condition of Watertown’s recreational resources.

A. In an effort to provide better access to park and C. Continue efforts to upgrade park and recreation facilities recreational facilities, the Town should identify potential for all users and to meet applicable ADA standards as locations for small parks, pocket parks, playgrounds and tot improvements are made. lots, especially in conjunction with large new commercial or residential developments.

B. Establish Level of Service (LOS) standards for park and recreation programs and fields. Based upon the existing demand for and usage of the playing fields, the number of fields available, the hours of availability (lighted vs. non- lighted fields), and the number of permits applied for, the Town can establish some baseline LOS standards that at a minimum should be maintained over time. The LOS standard can then be used as a basis for planning new playing fields or playgrounds if demand increases over time and outstrips the supply of available park facilities.

106 OPEN SPACE AND RECREATION

Goal 2: Preserve, protect, and enhance publicly owned conservation, passive, and active open space.

A. Encourage the creation of “friends of” groups to provide D. Seek better coordination with outside groups to leverage stewardship of other parks. These groups can help to park and field maintenance and stewardship. A cooperative sponsor cleanups and similar activities, as well as recognize arrangement between the Town and the various leagues issues that the Town may need to address but has not yet and sports associations will enhance this effort. This would flagged. create a shared understanding of what it takes to accomplish certain tasks, how to ascertain staffing needs, B. Management plans should be developed for each major how to identify specific needs, and how to rectify any town-owned facility. Expand maintenance management deficiencies. It would also be useful to track the costs planning for park and recreation facilities. In addition to involved with the various items in the maintenance plan so planning for the routine maintenance of the facility and that long-range projections could be made for allocating grounds, long-term capital needs and repairs can be staff and fiscal resources. identified and scheduled. This should be a joint effort between the DPW and the School Department. The OSRP E. Continue to inventory playground equipment on a regular has identified the condition, key issues and ADA minimum basis. Playground equipment generally has a life compliance recommendations for each of the major parks. expectancy of fifteen years under normal conditions. If This maintenance planning effort will build on that playgrounds are heavily used or if the equipment is assessment and help to prioritize park upkeep needs. routinely used by children older than those for which it was designed, that lifetime may be shorter. The Town should C. Maintenance plans should establish standards designed to inventory playground equipment and the dates of achieve specific results considering the following: installation to develop a replacement schedule.

1. The condition of each facility after satisfactory completion of routine maintenance work 2. The tasks required to achieve that result 3. The procedures for completion of those tasks 4. The time necessary to complete a particular task, as well as frequency 5. The number of people required to meet the standard 6. The equipment needed to complete the task 7. The materials and supplies needed to complete the task

107 Watertown Comprehensive Plan

Goal 3: Encourage private land owners to permanently preserve open space on their parcels.

A. Consider options to require open space to be set aside for B. Consider properties acquired through tax default for open new or redeveloped residential and commercial land. As space before resale or redevelopment. redevelopment occurs, especially along the Arsenal and Pleasant Street corridors, look for opportunities to establish C. Pursue remediation, acquisition and/or public access to new public open spaces to serve those developments and Walker Pond, as well as Sawins and Williams Ponds. Each of the Town. these wetland areas need various levels of remediation and should be restored and integrated into the town’s open space network, in near or long term.

Goal 4: Create new opportunities for recreational access along the Charles River, such as boating, trail networks, bicycling, and appropriate related amenities.

A. Work with DCR to finalize and implement B. Work with developers to create or enhance multi-use recommendations for the Charles River Basin Pedestrian connections between development projects (including the and Bicycle Connectivity Study. Arsenal Mall and athenahealth redevelopment projects) to increase physical and visual access to the Charles River.

108 OPEN SPACE AND RECREATION

Goal 5: Promote active and healthy lifestyles.

A. Consider development of a multi-use, multi-generational D. Complete the Community Path and support other linear community center, including a swimming pool, to provide path/park development. a variety of activities throughout the year. E. Install bicycle racks at all park facilities. B. Look for ways to better integrate services and programming with the Senior Center and the public F. Consider canoe and kayak rentals as well as other river- schools and facilities, as well as ways to incorporate public focused activities to enhance outdoor recreation health and physical fitness programs. opportunities.

C. Continue developing safe walking paths that connect G. Develop publicly available dog parks within Town to allow existing open spaces and parks. New paths should be off leash recreation options. handicap-accessible and multi-use, serving walkers, runners, bicyclists and wheelchairs.

109 Watertown Comprehensive Plan

110 Watertown Dam on the Charles River NATURAL RESOURCES

NATURAL RESOURCES 7

Introduction Baseline Assessment

Watertown’s natural environment has been substantially altered Geology, Soils and Topography as changes in land use occurred. Because of urbanization and past industrial development, it is important to focus on the Typical of most communities in the Boston Metropolitan Region, preservation and enhancement of the remaining natural Watertown is located in an area known geologically as the resources and maximize the opportunities for residents and “Boston Basin”, which extends south to Weymouth, north to visitors to enjoy them. Watertown’s natural resources play a Medford and west to Weston. With a faulted and folded terrain critical role in supporting the environmental health and social that extends northeasterly in Massachusetts Bay, the basin is viability of the community. characterized by the Cambrian Age rock formations, Cambridge Argillite and Roxbury Conglomerate. Most of Watertown is This section of the Comprehensive Plan provides an assessment underlain by the Cambridge Argillite, which has been intruded of the existing natural resources in Watertown, the by igneous dikes and interbedded with volcanic ash from the environmental challenges facing the Town, and the steps that Brighton Volcanic Complex and Lynn Volcanics. can be taken to pursue a more sustainable future. Topographically, Watertown’s elevations range from less than ten feet along the banks of the Charles River to 220 feet near the Oakley Country Club. Prominent hills such as Whitney Hill,

111 Watertown Comprehensive Plan

Figure 7-1 Soils Types Map

112 NATURAL RESOURCES

Strawberry Hill (Meeting House Hill), and Coolidge Hill dot the general soils map completed with the assistance of the Soil landscape and provide excellent views of the Charles River basin Conservation Services (SCS), it is evident that Watertown has and the Boston skyline to the east. These hills are drumlins been highly urbanized22. Much of the wetland soil along the composed of large mounds of glacial till (i.e., clay and rock) Charles River has been filled and built upon during the late part formed when the glaciers reshaped the landscape 10,000 to of the 19th century, although a significant band of wetlands 12,000 years ago. Much land in coastal areas was pushed below remain along the river on the Department of Conservation and sea level by the glacier’s massive weight as they moved across Recreation (DCR) property. New England. The bedrock below the glacial till is the result of the erosion of a high mountain range that existed 350 million Landscape Character years ago to the west of the Boston Basin. Watertown’s landscape is characterized by its dense suburban The general topography of Watertown has remained stable since and urban setting. However, there are a number of scenic the glaciers and subsequent sea level changes occurred several features among the developed neighborhoods. The most thousand years ago. Human activities have had considerable notable resource in town is the Charles River that winds along impact on the post-glacial landscape. For example, damming of the town’s southern boundary along with the DCR walkway the Charles River to harness water-power for the burgeoning along the river that provides scenic vistas and access to valuable Industrial Revolution of the mid to late 19th century changed the natural resources for pedestrians and bicyclists. river’s course and altered its character so that it is no longer the swift-moving waterway of yesteryear. Large wetlands that used to provide natural flood buffers or filtration of surface runoff are not present anymore. Human modifications to the land include paving, filling, and grading for dense residential and commercial development and transportation networks. The only areas that have not been altered from the original post-glacial topography are those in which the slope is too steep to grade or the substrate too difficult to manipulate, such as Whitney Hill.

Watertown’s surficial geology is composed mainly of deposits left behind by the glaciers of the last ice age, sedimentation from upland areas, and post-glacial sea level changes. Today, the majority of the Town can be classified as “urban land complex” (bituminous or concrete pavement) and loamy sand. The once well-established agricultural community supported by the Charles River at Watertown alluvial soils along the banks of the Charles River now only exist at the Gore Estate located at the west end of town. From the 22 Town of Watertown Open Space and Recreation Plan, 2008

113 Watertown Comprehensive Plan

Figure 7-2 Water Resources Map

114 NATURAL RESOURCES

Several prominent hills provide vistas of the Boston skyline, such groundwater. It is not fully known how and to what extent as from the hill and tower (136 feet) at Mt. Auburn Cemetery and groundwater has been affected by land use changes and along Coolidge Hill Road. In addition, Palfrey Street at its peak associated pollution over the years, but significant offers semi-urban vistas of the hills and valleys to the west contamination was identified at the Arsenal campus., leading to towards Waltham, while the Oakley Country Club also provides its designation (now lifted) as a federal Superfund site. excellent views. In terms of surface water resources, most of the Town’s natural Water Resources springs were incorporated long ago into the municipal storm drains. Currently there are nine small ponds located in Most of Watertown is located within the Charles River Watershed. Watertown. All of the ponds are privately owned, three of which The river, which forms the majority of the Town’s southern are located in Mt. Auburn Cemetery. Sawins Pond and Williams boundary, not only is considered a major part of the Town’s Pond, both considered to be contaminated, and the ponds at the quality open space, but also connects to Watertown’s rich Perkins School and the Gore Estate are not accessible to the waterfront industrial history. Improved water quality in recent public. The northern one-third of Walker Pond, across Waltham years has spurred an increase in water-based recreational uses Street from Gore Estate, has had the shoreline restored and a along the river including rowing, sailing, fishing, and canoeing, community walking path was installed by the property owner as although this section of the river is not yet clean enough for part of a residential redevelopment. swimming . Further downriver, the Charles River Watershed Association (CRWA) conducts an annual swim event to Most of the Town’s documented 100-year flood plain is located demonstrate that the water quality is improving. Since near the southern town boundary along the Charles River, stormwater runoff from urban activity has been identified as a primarily west of the Watertown Dam, and includes several major source of pollution affecting the water quality of the river, development sites between Bacon Street and Paramount Place. it is critical to continue reinforcing stormwater management For example, the 11-acre site of the Stop & Shop at the western along the river corridor to achieve the long term vitality of the end of Pleasant Street is entirely within the 100-year floodplain. Charles River. The Town employs stormwater management best The eastern section of the Charles River is contained within its management practices for current and proposed municipal banks except the open space along Greenough Boulevard north infrastructure projects and private development. of Arsenal Street.

Groundwater use to be plentiful in Watertown and supported Watertown also has several areas of wetland associated with its both drinking water and irrigation for agricultural ventures. For surface water resources, that include Walker Pond and another example, Artesian springs near Whitney Hill were historically unnamed Pond on the western edge of town between Waltham used for irrigation of pear groves along Orchard Street. Today, Street and Pleasant Street, and Sawins Pond in east Watertown Watertown relies on the Massachusetts Water Resource Authority between Arlington Street and Coolidge Road. Two isolated and (MWRA) for its potable water supply rather than depending on small areas of wetland connected with the Charles River have

115 Watertown Comprehensive Plan

been identified on Sunrise Island at Charles River Road and Vegetation North Beacon Street, and on the border of Watertown and The majority of Watertown’s surface is paved, lacking large tracts Boston at the North Beacon Street Bridge. of woodlands and species associated with forested areas. Most original forests were cleared long ago for agriculture or pastures. With the exception of isolated areas such as the Oakley Country Club where several oak trees are thought to date back to America’s colonial era , the trees seen today in Watertown’s yards, streets, and parks are the result of plantings or natural pollination of species over time. There are 100 heritage trees located in Mount Auburn Cemetery. There are also a few stands of native trees located in some neighborhoods, including a group of large Silver Maples in the vicinity of Harrington and Sycamore Streets.

The Town’s contiguous woodland vegetation is primarily limited to the Charles River basin within the DCR’s network of open space, and the only large remnant of forested land is the 10-acre Wetlands at Walker Pond Image source: Town of Watertown Whitney Hill Park near Victory Field. Nonetheless, Watertown has a variety of native and non-native plant species (listed below*), with no species listed by the Natural Heritage & Endangered In addition to state legislation and regulations that protect Species Program (NHESP) as rare, threatened or endangered: wetland resources, the Town adopted a revised Watertown Wetland Ordinance in October 2010 to reinforce the protection f Common hardwoods: red maple, white oak, beech, of wetlands, water bodies, adjoining land areas and related hickory, birch, and black oak. resources. Virtually any activity – with rare exceptions – that f Common softwoods: white pine and hemlock. occurs in a wetland resource area, including any removal, filling, dredging or alteration of the wetlands, is subject to state and f Common herbaceous plants: vervain, goldenrod, asters town wetlands protection requirements. Activities outside of the and joe pye weed. resource area, such as within a Buffer Zone (100 feet under state f Common invasive species: Norway maple, buckthorn, requirements and 150 feet under the Watertown Wetland garlic mustard, Japanese knotweed, oriental Ordinance), are subject to regulations if they propose to alter the bittersweet, and euonymus. resource area23.

23 Watertown Wetland Ordinance. http://www.watertown-ma.gov/DocumentCenter/Home/ View/1414

116 NATURAL RESOURCES

f Other: numerous fern species have been noted near more tree plantings and better maintenance and protection of the forest floor as well as large cattail stands towards existing trees. Having recognized the social and environmental the far western and eastern borders of the town. benefits of street trees, including the reduction of “heat island”

* This is not an exhaustive list. impacts in a highly built-out community, the Town has identified improving the health and quantity of town-owned trees as a Of particular note is Mt. Auburn Cemetery, the largest priority in its 2008 Open Space and Recreational Plan. The contiguous and publicly accessible open space in Watertown Watertown Tree Warden is responsible for the planting, that consists of 151.1 acres of well-manicured grounds with protection and management of public shade trees in town and numerous species of both indigenous and exotic tree and shrub the Public Works Department provides routine maintenance. On species. While the cemetery is a significant historic heritage site average, nearly 120 trees are planted in the combined spring and in Watertown as the nation’s first garden-style cemetery, it also fall seasons each year. The mix of tree species in Town has been serves as an arboretum with a massive and renowned collection modified over the years in response to the amount of salt used of over 5,500 trees and nearly 700 species and varieties thriving during winter. Overplantings of Bartlett Pear and the invasive among its hills, ponds, woodlands, and clearings. Norway Maple have been replaced by a healthy variety of appropriate species.

In July 2008, the Town created the first street tree inventory for Watertown. This Geographic Information System (GIS) database of street trees has been subsequently updated by Watertown’s Tree Warden when trees are planted or removed and is maintained by the Department of Community Development and Planning. The street tree inventory helps better forecast and coordinate tree replacement, requests and maintenance as well as assist in identifying issues that affect the long-term health of the Town’s stock of urban forest.

Plant diversity in Fisheries and Wildlife Mt. Auburn Cemetery The Town has limited habitat for wildlife. As of 2012, the Massachusetts Natural Heritage and Endangered Species Street trees, an essential component of the Town’s natural Program had not identified any endangered or threatened resource inventory, received a great deal of attention during the species within Watertown, although the Town has at least one public outreach process of the Comprehensive Plan. Town vernal pool at the Mt. Auburn Cemetery and potentially other residents who participated in public forums and online undocumented vernal pools near the ponds in the west end of MindMixer discussions generally expressed strong support for town. Vernal pools collect water from rain or seasonal flooding

117 Watertown Comprehensive Plan

Figure 7-3 Unique Features Map

118 NATURAL RESOURCES and dry up in the later spring and early summer. They provide cultural landmarks along its way, including the Watertown essential habitat for several species I including the spotted Arsenal, the Perkins School campus, Watertown Square landing, salamander, a state listed endangered species that has and the Aetna Mill complex. The Charles River Bikeway, which reportedly been seen in Watertown. extends into Boston, passes through the relatively untouched areas of natural riverbank in Watertown. Many areas east of the Species such as salmon once swam up the Charles River to Watertown Dam allow pedestrians and bicyclists to enjoy spawn providing an integral component to the area’s seasonal intermittent views to downtown and the river, while the river wildlife cycles. With the damming of the river, some of these greenway to the west of the dam provides similar scenic quality indigenous aquatic species vanished and with them numerous with more variety. related species. Today the river’s fish populations above the Watertown Dam include (but are not limited to) Alewife, Herring, In addition to the Charles River, there are three privately owned Yellow Perch, American Eel, and Banded Sunfish. The Watertown but regionally recognized landscapes that are all or partially Dam which crosses the Charles River just west of the Galen Street within Watertown’s boundaries. These are the Gore Estate, crossing was built sometime in the mid-17th century and was Oakley Country Club, and the Mount Auburn Cemetery (more used for industry that later developed along the river corridor. details are discussed in Chapter 6 - Open Space and Recreation). The dam is still intact and contains a recently renovated fish Together these large tracts of open land help balance local ladder that allows native Alewife, Herring and other fish (fish in environmental health in this relatively dense community by the Charles River are stocked by the State) to cross and extend providing scenery and habitat, retaining the ecological benefits their habitat upstream24. of open land, and stimulating air circulation.

Scenic Resources and Unique Environments Environmental Challenges

Although there are no DCR designated Scenic Landscapes in Typical of other communities within the Boston region, Watertown, the Town has a number of landscape features that Watertown is faced with a number of environmental challenges offer scenic escapes from the built environment. Views of the associated with its industrial heritage, evolution of land use Charles River Valley and the Boston skyline can be seen from changes, and new development trends. drumlins in Mt. Auburn Cemetery, as well as other hills such as Strawberry Hill and Whitney Hill at the end of Marlboro Terrace. Hazardous Waste Sites

The General Services Administration’s (GSA) site is located The primary scenic resource in Watertown is the Charles River, a between Arsenal Street and Greenough Boulevard along the regional waterway and historic, environmental, and recreation Charles River in the southern corner of town. Once used by the resource. With over four miles of riparian corridor within Army for equipment storage and burning uranium waste, this Watertown, which is entirely within DCR’s Charles River Reservation, the river not only offers unparalleled opportunities for recreational uses, but also connects to a number of iconic 24 Town of Watertown Open Space and Recreation Plan, 2008

119 Watertown Comprehensive Plan

13-acre site is considered one of the more contaminated parcels Development Impact in the area. Presently owned by the Federal Government, the site As described in Chapter 2 - Land Use, Watertown is a community has been undergoing an extensive environmental remediation with significant redevelopment potential particularly along the effort. Arsenal Street and Galen Street corridors. In recent years, Pleasant Street has seen considerable redevelopment of its Once the cleanup is complete, the GSA property will be former industrial and warehouse uses and underutilized or transferred from the federal government to DCR25. The federal vacant parcels, and the entire corridor has transitioned to more government is restoring the area as a wetland. The planned use mixed use and residential development, especially since the is limited passive recreation for the enjoyment of nature. There adoption of the Pleasant Street Overlay District. will be walking trails and limited public access in order to protect the wetland plantings. Most of these new development opportunities are generally recognized as being important in strengthening the Town’s tax Additionally, the Department of Environmental Protection (DEP) base and advancing the Town’s goal of becoming a more livable lists over 200 sites in its registry of reported releases. This and attractive community. However, it is imperative to ensure includes contamination at Sawins and Williams Ponds. Most of that appropriate mitigation measures are implemented to these sites are located in historically industrial and commercial reduce any negative environmental impacts. Efforts should also corridors such as Pleasant Street, Mt. Auburn Street and Arsenal be made to ensure that new projects restore ecosystem Street. They typically represent previous industrial uses or gas functionality where feasible and incorporate publicly accessible stations with underground storage tanks and they are in various open space. stages of assessment and cleanup26.

GSA site under 25 Information from Army Corps of Engineers, as quoted by The Charles River Parklands at environmental remediation http://charlesriverconservancy.blogspot.com/2012/06/watertown-arsenal.html Image source: Charter Environmental 26 See http://public.dep.state.ma.us/SearchableSites2/Search.aspx, accessed February 2014

120 NATURAL RESOURCES GOALS

The public outreach process of the Comprehensive Plan revealed strong consensus among residents and town officials on the benefits of restoring and preserving natural resources in Town. In an era where a community’s strategic competitiveness relies more and more on its quality of life, Watertown is poised to create a more livable, playable, and workable community that preserves the integrity of its natural resources while maximizing their social and environmental potential. Building upon this vision, the following natural resources goals have been established. Goal 1 Goal 4

Improve the environmental integrity of the Charles Take advantage of any opportunity sites for open River while enhancing its recreational, cultural, and space acquisition. educational values for the community.

Goal 5 Goal 2 Carefully consider any opportunities to restore Protect and enhance Watertown’s urban forest. historical natural features of the Town.

Goal 3

Promote public awareness and education on preserving the Town’s valuable natural resources.

121 Watertown Comprehensive Plan RECOMMENDATIONS

Goal 1. Improve the environmental integrity of the Charles River while enhancing its recreational, cultural, and educational values for the community.

A. Enforce stormwater management best management D. Continue to work closely with DCR during the transition of practices to improve water quality of the river by reducing the GSA site along the Charles River to ensure the non-point source pollution. restoration of wetlands and accessibility to the passive recreation areas from Watertown neighborhoods. B. The Town has a Stormwater Advisory Committee whose charge it is to review and make recommendations E. Implement new design guidelines (as recommended in the regarding ordinances and regulations, as well as public Land Use chapter) to ensure that the river is physically and education and outreach, and program funding visually accessible and promote it for passive and active opportunities. This committees’ work is an important part uses. of compliance with our federal permit requirements and improving stormwater impacts to the ecosystem. F. Encourage cultural and educational activities that promote the river’s rich history and abundant natural resources. C. The Town should consider a Low Impact Development (LID) ordinance to further minimize the volume, as well as G. Continue to work with stakeholder groups to support the pollutant level, of post-development stormwater stewardship, protection and access for the Charles River runoff. Both the Town and private developers should take and ensure high water quality to benefit flora, fauna and advantage of the most recent and effective approaches to good health. LID.

Goal 2. Protect and enhance Watertown’s urban forest.

A. Adopt policies that will result in better protection and maintenance of Watertown’s public street trees.

1. Incorporate street tree planting and maintenance 2. Minimize harm to street trees from road salt, standards as part of the streetscape improvements construction activity, and deteriorated infrastructure. proposed as part of the redevelopment of the Arsenal 3. Build or upgrade sidewalks and curbs in a manner that and Pleasant Street corridors as described in Chapter 2 allows trees to thrive and to facilitate new tree - Land Use. plantings. 122 NATURAL RESOURCES

B. Encourage residents to protect existing and plant new C. Collaborate with local groups to ensure the tree inventory shade trees on private property. is maintained.

Goal 3. Promote public awareness and education on preserving the Town’s valuable natural resources.

A. Make information about Watertown’s natural resource 2. Educate and encourage homeowners and contractors areas easily accessible on the Town’s website. to help address stormwater runoff on their property through reduction of impervious pavement and the B. Enhance public education about sustainable practices that use of rain barrels, rain gardens, pervious pavers, etc. can help reduce the environmental footprints of Watertown citizens. C. Create and coordinate educational signage at resource areas to facilitate learning while encouraging pride and 1. Enhance educational efforts on proper and self-identification with the Town’s natural resources. environmentally safe waste disposal, composting, gardening, pest control, and lawn care.

Goal 4. Take advantage of any opportunity sites for open space acquisition.

A. Work with developers to identify opportunities to C. Establish a “pocket park” program to encourage public/ incorporate publicly accessible open space into new private open space in neighborhoods. projects.

B. Develop and formalize a policy to ensure that properties that the Town acquires through tax default are considered for open space before resale or redevelopment.

Goal 5. Carefully consider any opportunities to restore historical natural features of the Town.

A. As mentioned in the Open Space and Recreation element, B. Consider the historic value of landscape features of the pursue remediation, acquisition and/or public access to all historic Arsenal properties. of Walker Pond in west Watertown , as well as Sawins and Williams Ponds in the eastern part of town.

123 WatertownWatata erte toowownw ComprehensiveCCoompmprmprpreehensisive PlanPlPlan

124124 Birdeye’s View of Watertown in 1879 Image source: Digital Commonwealth HISTORIC AND CULTURAL RESOURCES

HISTORIC AND CULTURAL RESOURCES 8

Introduction Commission and the major issues they face, as well recognizing our artistic resources and the contributions they make to our Watertown’s nearly 400 years of existence as a town and the community. diverse nature of its development and many residents and business owners has resulted in a rich array of historic and Significance of Watertown’s cultural resources. Many are well-recognized and celebrated, while others need more discovery, awareness, and promotion. Historic and Cultural Resources Early European Settlement and the Colonial Era The following sections provide an overview of the historic resources, cultural attractions, and preservation goals and When the Massachusetts Bay Colony first sent English settlers to strategies in Watertown. Watertown, its strategic location along the Charles River had already been attracting Native Americans to the area for thousands of years. First known as “Saltonstall Plantation” after Baseline Assessment leader Sir Richard Saltonstall, the early English settlers had the advantage of the falls near what is now Watertown Square The purpose of this assessment is to provide a summary of (which was the furthest navigable point along the Charles River Watertown’s historic and cultural resources and the current work from the harbor,) as well as well-traveled paths into Cambridge of the Town’s Historic District Commission and Historical and other surrounding strategic areas.

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In May 1630, a party led by Roger Clap, landed on the steep Watertown is fortunate enough to have several reminders of the banks of the Charles River at a point near the present site of earliest days of European settlement. The c. 1698 Abraham Perkins School for the Blind. He tells of the first encounter with Browne House at 562 Main Street was constructed by one of the Pequossette Indians when they approached Clap’s landing Watertown’s earliest families. Acquired and restored by William party with a large bass for which they were given a biscuit by the Sumner Appleton as part of the organization now known as settlers. This scene is commemorated on the official Town seal27. Historic New England, this house is an invaluable study property Watertown Town Seal and is open to the public a few times each year. The town was officially established in 1630 and originally included Weston, Waltham, and Lincoln, which became separate The Old Burying Place at the corner of Mount Auburn Street and towns prior to the Revolutionary War. Since then, Watertown’s Arlington Street is the final resting place of Watertown’s earliest borders also shrank as some of its land became parts of Belmont settlers, dating as far back as 1642. In 1755, the decision to and Cambridge. The early settlement along the river, however, construct the town’s third meeting house closer to the falls was kept intact and became the industrial, municipal, and solidified the Watertown Square area as the municipal and institutional heart of Watertown. institutional heart of the town. The site of this First Parish Church Meeting House is commemorated on an 1895 marker located within the Common Street Burial Ground at the corner of Mount Auburn Street, itself used by parishioners and later residents between 1785 and the mid-20th century.

Watertown residents played a significant role in the Revolutionary War. A 1632 protest in Watertown against taxation for the construction of a fort is touted as the first “taxation without representation” protest in the colonies. The Massachusetts Provincial Congress (1774-1780), which served as the interim government for the rebels until a new Massachusetts constitution was adopted, met at the 1772 Meeting House located in a portion of what now is the Common Street Watertown Square, c. 1860s. Cemetery. The Edmund Fowle House, which was moved from - South side of Main Street, Mount Auburn Street to its current location at 26 Marshall Street above Galen Street and is now the headquarters and museum of the Historical Image source: Digital Commonwealth Society of Watertown. The Massachusetts General Court met here between 1775 and 1778, and during the siege of Boston, its town meetings were also held in Watertown. A 1914 marker notes the former location of the Coolidge Tavern on Galen Street. 27 http://www.ci.watertown.ma.us/index.aspx?NID=199

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Boston architect Alexander Parris. Later in the century it changed over to arms manufacturing and continued to expand into the 20th century, serving as an important facility during WWI and WWII. Later, a portion of the Arsenal would serve as the Army Materials Technology Laboratory, and in 1982 the American Society of Civil Engineers designated the complex as a Historic Civil Engineering Landmark. The Arsenal underwent a major redevelopment project in the 1990s and early 21st century into the office and retail space that occupies it today. In the mid-19th century, the arrival of the Fitchburg Railroad’s Watertown Branch Coolidge Tavern opened up even more transportation possibilities for Image source: Watertown’s industries, which already had the advantage of the Digital Commonwealth river. Several spurs were constructed right into the manufacturing complexes, giving direct access to Boston and Growth of Industry railroad points beyond. Passenger service ended on the Watertown Branch in 1938, and the abandonment of part of the During the 19th century, the early grist and lumber mills at rail line in the 1960s effectively ended freight service. However, Watertown Square and in the Bemis neighborhood blossomed the former railroad corridor (portions of which have been into major industrial hubs, leading to a steady growth in renovated to create the Watertown Greenway) is still population. William May’s paper mill was established at characterized by large industrial buildings and warehouses, both Watertown Square in 1839, which became the site of the c. 1867 from the days of the railroad operation and more recent years. Hollingsworth and Whitney Mill (and later the Union Bag and Paper Company) at 36 Pleasant Street. The site of a Colonial Era grist mill along the river at Bridge Street in West Watertown became the location of the Bemis Mills in the early 19th century. Transitioning the business from raw cotton processing to fine combed cotton, owner Seth Bemis made Watertown a popular source for sail cloth. In 1862, the mills were purchased by wool manufacturer Aetna Mills, which stayed in business and continued to add buildings to the mill complex well into the 20th century.

The Watertown Arsenal was established in 1816 as a munitions 1874 Pleasant Street buildings storage facility, and its earliest buildings were designed by Image source: Digital Commonwealth

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experiments and greenhouses for exotic plants and fruits. Once found throughout the northwest section of Watertown on both sides of Lexington Street, an example of these estates can still be found at Gore Place, boasting a large 1806 Federal Era mansion and grounds. Today the estate is operated as a museum and recreational and event space by the Gore Place Society, although much of the estate is located in Waltham. The large expanse of the former Oakley Estate is also apparent at the Oakley Country Club at Common Street and Belmont Street, where renowned Scottish golf course designer Donald Ross began his career in Hood Rubber Company, c. 1900 the United States, and the George N. March House on Palfrey Image source: Street is a fine example of an Italianate gentleman’s estate house. Digital Commonwealth The Abijah White House/Orchard House at 917 Belmont Street is As the industrial profile of Watertown was rising, so was its a large c. 1840 Greek Revival style estate farmhouse, which was popularity as a residential center. The area around Watertown later used as the Orchard School for Girls. Square still retains the c. 1820 Federal style Reverend Convers Francis House at 6 Riverside Street, also known as the Lydia Maria Francis Childs House, who after growing up in Medford, moved into the house with her brother, Reverend Converse Francis when she was a young woman. She became a known author and abolitionist. A number of surviving Greek Revival style houses from the 1830s-1860s are concentrated around Fayette Street and Summer Street, north of Watertown Square. Near the Bemis/ Aetna Mills, Swetts Court is a good example of the workers’ housing that grew up around the manufacturing areas. Watertown’s location approximately seven miles outside of Boston also gave it a rural character, attracting farmers and agricultural uses. The area around Mount Auburn Street was interspersed with farmsteads such as the Jonathan Bemis/ Civil War Soldier's Monument. Image source: Digital Commonwealth Deacon Arad Bailey House at 10 Bailey Road, constructed c. 1795, and the 1863 Miles Pratt House on Mount Auburn Street. At the Institutions to serve the growing residential population were highest end of the spectrum, wealthy Boston merchants developed throughout Watertown. In 1830, Mount Auburn established “gentleman farmer” estates in Watertown. These Cemetery became the first “rural cemetery” in the country, larger country homes were also used as working farms, where setting an example that would be imitated throughout the the owners could channel their interest in horticulture into crop United States, and becoming a major impetus and archetype for

128 HISTORIC AND CULTURAL RESOURCES the growing urban park movement. Unlike nearly all of the rural cemeteries that followed its model, Mount Auburn Cemetery still serves as both an ongoing burial ground and an educational and recreational destination. The adjacent Catholic Mount Auburn Cemetery (also known as Sand Banks Cemetery or Auburn Cemetery) off Cottage Avenue served the town’s Catholic population from the 1850s to the 1880s. Noted Transcendentalist and abolitionist Theodore Parker established a school on Galen Street in 1832; although the original school is now gone, he is honored by the Colonial Revival Theodore Parker School at 124 Watertown Street, constructed in 1914. Further west, Saint Patrick’s Roman Catholic Church School was established on Church Hill Street in 1888, to serve the growing Irish population who settled near the mills. The Soldier’s Monument in Saltonstall Park was erected in 1889 to honor those who served in the Civil Mount Auburn Street War. The statue was originally erected at the site of the Town Hall at Palfrey Street. Image source: in Watertown’s first public park, and when the new municipal Digital Commonwealth building was constructed the memorial became the centerpiece of a tree-lined mall. often developed by subdivision of former estate properties. Neighborhoods in Watertown and the surrounding communities Growth of the “Streetcar Suburb” are textbook examples of this phenomenon, with finely-detailed Streetcar suburbs developed between the late 19th and early homes in Queen Anne, Stick, Colonial Revival, and Shingle Styles. 20th century, as the growing use of horse-drawn and electric These homes were often architect-designed, with notable streetcars along major arteries allowed white collar city workers examples by Boston architect Charles Brigham and Watertown to commute into their city jobs from the greener suburban architect Alberto F. Haynes. Between the continuing popularity outskirts. Unlike factory workers who lived in smaller, often of the mills and Watertown’s attraction as a garden suburb, the multiple-family, dwellings near their places of employment, population skyrocketed from approximately 6,000 people in these city workers preferred to live in a “country” area without 1878 to 10,000 in 1900, and tripled to more than 35,000 residents sacrificing the conveniences of the city. Taking the idea of the by 1935. gentleman’s estate down a notch, streetcar suburbs are characterized by larger, detached homes on moderately-sized Mount Auburn Street and Arsenal Street were both popular lots that allowed a “garden” or yard, within easy distance of a streetcar routes, and some of Watertown’s finest streetscapes streetcar or train route. Not only were streetcar suburbs a reflect the middle class suburban development that grew up descendent of the country estate philosophy, but they were around them. The Mount Auburn Street Historic District is one of

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South Irving Park, is similar to the suburban house forms in the neighborhoods along Mount Auburn Street. Like Meetinghouse Hill, the subdivision still retains an earlier farmstead building, the c. 1806 house at 77 Riverside Street. Later development in Laddville during the 1910s and 1920s would be more restrained in style and was often constructed for multiple families, which is reflective of much of post-1900 residential development in Watertown.

The growing use of the streetcars and the influx of new residents Belmont Street. affected non-residential development as well. Streetcar and Image source: railroad stops also provided a catalyst for nodes of commercial Digital Commonwealth development along their routes. These locations gave rise to small, concentrated areas of retail and commercial the most visible, having developed adjacent to this major establishments located around major intersections, such as the corridor. Not only does this district retain large, well-preserved corner-oriented commercial Kelly and Hampson Commercial examples of Queen Anne houses, but it is also home to high- Blocks at Arlington Street and Mount Auburn Street, which had a style Tudor Revival style apartment complexes, reflecting its attraction to those seeking suburban living in slightly more affordable accommodations. When the Russell family estate was subdivided in the late 19th century, the garden suburb that developed on the slope of Meetinghouse Hill was designed with long, tree-lined lots oriented toward the street. Although a few earlier farmsteads are interspersed throughout this neighborhood, nearly 100 single-family homes were constructed between 1887 and 1930. This well-preserved neighborhood owes much of its character to the designs of Brigham and Haynes. Towered Queen Anne and wide Colonial Revival houses take advantage of the generously-sized lots, and most of the houses enjoy a setback from the street often shaded by large trees. A more modest example of suburban subdivision development can be found in the Laddville neighborhood. Tucked between Arsenal Street and the Charles River, this neighborhood developed in two stages. The earlier development, taking advantage of the central square created by Mount Auburn Street, c. 1930’s. Image source: Digital Commonwealth

130 HISTORIC AND CULTURAL RESOURCES streetcar station. At Watertown Square, now a transportation hub as well as a center for institutional and municipal buildings, the Otis Building is an impressive Romanesque Revival style commercial block in the heart of the square. Further west on Main Street, the 1884 Watertown Free Public Library was constructed in a similar style while the Brigham-designed Watertown Savings Bank adopted a Classical Revival style. In 1918, the Boston Elevated Railway Company reconfigured its tracks in this area, and in 1934 a new Carman’s Lobby, used for waiting and dispatch by the railway company, was constructed south of a Nonantum Road extension.

Residential and Industrial Development into the Modern Era

Concurrently with the streetcar suburb phenomenon, Watertown View of Main Street, opposite Galen Street. Image source: Digital Commonwealth continued to grow as a strategic industrial center, with well- developed river, road, and rail access. Along the Fitchburg During the years before and after World War II, the character of Railroad across the street from the Arsenal, the Harvard Carpet residential housing changed once again, filling in the last of the Mills, the Walker Pratt Manufacturing Company and the Boston former country estates in the northwest section of Watertown. Union Stock Market were prominent features, and the area As with other towns, the rise in the use of private automobiles, remains largely industrial and commercial today. The Aetna Mills such as Watertown’s own Stanley Steamer, led to the decline of continued to grow into the 1920s, and the Lewando Dying and streetcars and the railroad and opened up development options Cleaning facility occupied the 1904 brick industrial building further away from major arteries. The Charles River Parkway, one (designed by Alberto Haynes) at Galen Street and Pleasant of several designed parkways in the Boston region, combined Street. The 1925 Western Electrical building (now owned by Tufts quick connections for traffic with tree-lined avenues. Modest Healthcare) south of Mount Auburn Street at Arlington Street is Colonial Revival and Foursquare houses, with later mid-20th an example of a more high-styled Moderne industrial design. century Minimal Traditional examples, created denser Meanwhile, the majority of housing developed during the early neighborhoods that still afforded enough land for yards. This 20th century was largely created for the growing population of area, representing some of the latest periods of development, is industrial workers, which included large numbers of Irish and concentrated around the large Ridgelawn Cemetery, anchoring Armenians among other immigrant populations. Subdivisions the west boundary of the town. with smaller properties for two-family homes became the dominant form throughout West Watertown and the subdivision Watertown Square continued to develop and change, with the on both sides of School Street, and the later development of 1932 Town Hall off Thaxter Street, featuring a two-story Greek Laddville. temple front. To serve the growing population, several schools

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architectural firm of Hartwell, Richardson & Driver as its Rectory. Among the several churches that were developed in Watertown at the very end of the 19th century and into the 20th century, these two churches are notable for their recent conversion into residential condominiums. Across the street, the Saint James Armenian Church complex is important as a symbol of Watertown’s prominent Armenian community, having been funded by a grassroots fundraising effort beginning in 1926. The rising 20th century Greek community founded the Taxiarchoe Greek Orthodox Church on Bigelow Avenue in 1949, which today is accompanied by the Hellenic Cultural Center. First Baptist Church, Mt. Auburn and Common Streets Industry and manufacturing continued to flourish until the 1930s Image source: Digital Commonwealth and 1940s, and several industrial complexes were developed into commercial space during the late 20th century. The Hood and churches were developed throughout the town, reflecting Rubber Company was founded in 1896 and was a major local the same styles that were popular for Watertown’s houses. The employer for nearly 75 years, using as many as 10,000 laborers in 1915 Coolidge School on Arlington Street and the 1935 St. its heyday. The Raytheon Company, established in Cambridge in Joseph Hall on Rosary Lane were constructed in the Classical 1922, had a testing facility on Waltham Street and employed a Revival Style, while the 1921 West Junior High School on Waverly large number of Watertown residents. The Aetna Mills were sold Avenue and 1913 Old Watertown High School on Mount Auburn in 1937 but still operated as a wool reprocessing plant into the Street have distinctive Tudor Revival style elements, echoing the 1960s. The Lewando Dying and Cleaning facility closed in 1965, apartment buildings at the west end of the Mount Auburn Street and the Arsenal was completely redeveloped into commercial District. The Perkins School for the Blind, which is internationally and retail space after being sold by the United States Army. The renowned for its educational program, the Perkins Brailler, and Union Bag and Paper Company moved out of their facilities a the Braille and Talking Books library, moved to Watertown in little earlier, relocating to Maine in 1911. The conversion of these 1912. Students have come from around the world to study at buildings into commercial space has helped to preserve the Perkins, and the tall, elegant Gothic Revival bell tower atop the character and heritage of the areas around them. Howe Building is recognizable from both sides of the Charles River. Serving the streetcar suburb populations were Neo Gothic Designated Historic Resources Revival style churches along Mount Auburn Street, including the 1899 First Baptist Church at Common Street, and the 1938 Saint Several properties in Watertown have been designated as Theresa of the Child Jesus Catholic Church at School Street which historically significant. Both Gore Place (house constructed in includes an earlier Shingle Style house by the prominent 1806) and Mount Auburn Cemetery (established 1830) are

132 HISTORIC AND CULTURAL RESOURCES recognized as among the country’s most highly significant of Marshall Street and Palfrey Street. There are some properties properties, as National Historic Landmarks. that are listed in the National Register or that have a Preservation Restriction that are included within the Local Historic District for There are two historic districts listed in the National Register of protection at the local level. Watertown has also designated two Historic Places (“National Register”), the 1816 Watertown Arsenal Local Landmarks, including the c. 1806 Tyler Bigelow House on Historic District and the Charles River Reservation Parkways Riverside Street, which is the early extant farmhouse in Laddville, district, which runs partially through Watertown along the river. and the 1840 Orchard House on Belmont Street, also known as In addition, the Watertown Arsenal Urban Renewal Parcel, which the Abijah White House. covers much of the eastern half of the Arsenal complex, has been formally determined eligible for listing in the National Register Preservation Restrictions are held on the aforementioned Gore by the Keeper of the Register. Place, including the 1835 Theodore Lyman Jr. Farmhouse and the Robert Murray Farmstead on the property; the Commander’s These districts are joined by seven additional properties that are Mansion at the Watertown Arsenal; the Abraham Browne House; individually listed in the National Register. The oldest of these is the Edmund Fowle Jr. House; and the Miles Pratt House. the c. 1698 Abraham Browne House on Main Street. The 18th century is represented by the 1772 Edmund Fowle Jr. House on Inventoried Resources Marshall Street, home of the Historical Society of Watertown. The list also includes two Italianate residences, the 1863 Miles Pratt There are a number of properties in Watertown that have been House on Mount Auburn Street and the Commander’s Mansion recorded in the Historical and Archaeological Assets of the (also known as the Rodman Mansion or the Commanding Commonwealth, an inventory of buildings, districts, structures, Officer’s Quarters) in the Watertown Arsenal complex, completed objects, and burial grounds maintained by the Massachusetts in 1865. Two early 20th century schools are individually listed in Historical Commission. These properties have not received an the National Register, the 1913 Old Watertown High School on official designation, but further study of inventoried properties Mount Auburn Street, and the 1915 Coolidge School on often identifies promising candidates for designation, and serves Arlington Street. Rounding out the individually listed resources is as a useful study tool and resource guide for the historical the Deluxe Town Diner at the corner of Mount Auburn Street and development of the town and its communities. Bigelow Avenue, which sports a sleek Art Deco design from 1947. Watertown has eight inventoried areas that have not been recognized with an official designation, as in the previous The Mount Auburn Street Historic District is Watertown’s only section. An area may be inventoried for a variety of reasons; in Local Historic District, which is subject to design review by the Watertown they are generally easily recognizable Historic District Commission. It extends along Mount Auburn neighborhoods, characterized by cohesive streetscapes and Street between Summer Street and Lincoln Street, including similar buildings sizes, uses, and or architectural styles. Examples dozens of properties on both sides of the road as well as portions include the Meeting House Hill area, and the Laddville area near

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Figure 8-1 Historic Resources Map

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Ladd Street. One of these inventoried areas includes a portion of Arts and Cultural Organizations the Watertown Arsenal that does not appear to have been Watertown Cultural Council (WCC): The WCC connects, promotes, included in either the National Register listed historic district, or and provides financial support to individuals, schools, and the Urban Renewal Parcel that was determined eligible for listing cultural organizations in the arts, humanities, and sciences. In an by the Keeper. Altogether Watertown has 504 individually effort to increase student exposure to these fields, the WCC also inventoried properties that have not received a designation. subsidizes cultural field trips to performances, educational tours, However, it appears that the vast majority of these properties and exhibits. They are also working with the Town and private have been included in the previously mentioned inventoried groups on the creation and preservation of art in public places. areas. Approximately 100 individually inventoried properties do The WCC obtains the majority of its funding from the not fall into any of the designation categories or within Massachusetts Cultural Council29. inventoried areas. These are interspersed throughout the town, with the least representation in the newest neighborhoods at Watertown Art Association: Founded in 1952, the Watertown Art the south end of School Street and the neighborhood around Association supports the development of art and artists in the Ridgelawn Cemetery. Town of Watertown. The Watertown Art Association holds monthly demonstrations, annual exhibitions of members’ work, Watertown’s strategic location along the Charles River has made and provides an annual scholarship to a graduating Watertown it popular for both Native American occupation and European High School student pursuing a degree in fine arts30. settlement, which is reflected in the town’s archaeological sites. Watertown has 11 recorded prehistoric sites dating before The Historical Society of Watertown: The Historical Society of European contact, and five historic post-contact sites28. Watertown protects the history of the Town through the collection and preservation of the Town’s historical artifacts and Cultural Assets documents. It also encourages residents and visitors alike to Like historic resources, cultural assets contribute to and sustain a discover the Town’s history through the exhibition of these community’s character and sense of place. They may include arts materials as well as through relevant special events (e.g., and cultural organizations, institutions (e.g., museums, libraries), discussions). The Historical Society of Watertown resides in the creative businesses and spaces (e.g., performance venues, Edward Fowle House, an NRHP-listed property, and offers tours 31 theaters, and art galleries), ethnic heritage sites (e.g., of the building . neighborhoods, cultural centers), historic properties, and festivals or other special events. Cultural assets are shared, and enhance the quality of life for residents as well as create unique 28 The locations of known archaeological sites and archaeologically sensitive areas are generally kept confidential for protection of these resources. environments that visitors want to experience. The Town of 29 Watertown Cultural Council. n.d. Watertown Cultural Council. http://watertowncultural. org/. Accessed February 4, 2014. Watertown has an eclectic inventory of cultural assets that help 30 Watertown Art Association. 2014. Watertown Art Association. http://watertownart.org/. to develop and evolve its cultural heritage. Some of the major Accessed February 4, 2014. 31 The Historical Society of Watertown. n.d. The Historical Society of Watertown: Home. cultural assets in the Town include: http://historicalsocietyofwatertownma.org/HSW/. Accessed February 4, 2014.

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Friends of Mount Auburn Cemetery: The Friends of Mount Auburn history. The WFPL avails three rooms to the community for Cemetery was established in 1986 to protect and promote the meeting and establishing connections. Art is displayed natural, historic, and cultural significance of Mount Auburn throughout property as well as in the dedicated T. Ross Kelly Cemetery32. As noted above, Mount Auburn Cemetery is NRHP- Family Gallery. Local history is provided its own dedicated room listed and is a National Historic Landmark. that includes maps, photographs, historic records, databases and websites, newspapers, special collections, ancestral records, and Amaras Art Alliance: The Amaras Art Alliance is a promoter of yearbooks34. performance and visual art with a focus on the Armenian and American people. In addition, this organization offers Perkins Braille and Talking Book Library: Through its Braille and educational programs that include seminars, camps, and public Talking Book Library (BTBL), the Perkins School for the Blind presentations. The activities and programs sponsored by the offers free library services to those residents of Massachusetts Amaras Art Alliance primarily encourage youth participation in who are not fully capable of reading print materials or have the arts33. physical or learning disabilities. Services at BTBL include braille and audio books; Newsline, an on-demand audio news service Institutions that includes job classifieds; and audio described DVDs (movies). Although the BTBL currently serves more than 24,000 people, The Armenian Museum of America, Inc. was Armenian Museum: the library has noted difficulty marketing its services to the created to locate, collect, preserve, and present the culture, 150,000 individuals and agencies within the Commonwealth that history, art, and contributions of the Armenian people during the are known to be eligible35. There is also a Perkins Museum on site past 3,000 years. that traces the history of educating blind students and the school’s history.

Plumbing Museum: The Plumbing Museum is a unique space that provides visitors with an educational experience that explores the history of plumbing through displays of traditional and modern plumbing equipment. The Plumbing Museum’s collection includes five exhibits: the History of Plumbing,

32 Mount Auburn Cemetery. 2014. The Friends of Mount Auburn Cemetery. http:// Watertown Free Public Library mountauburn.org/2012/the-friends-of-mount-auburn-cemetery/. Accessed February 4, 2014. 33 Amaras Art Alliance. 2014. Amaras Art Alliance: About Us. http://amarasonline.com/ amaras/index.html. Accessed February 4, 2014. Watertown Free Public Library (WFPL): In addition to providing 34 Watertown Free Public Library. n.d. Watertown Free Public Library. http://www. traditional library services, the WFPL is a community gathering watertownlib.org/. Accessed February 4, 2014. 35 Perkins School for the Blind. n.d. Braille and Talking Book Library. http://www.perkins.org/ space, an art gallery, and a protector and promoter of the Town’s news-events/eNewsletters/insight/inside-story/btbl.html. Accessed February 4, 2014.

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Plumbing Systems, Technology, Machine Shop, and a Museum galleries such as The Gallery at Sasaki, Drive-By Projects, and Library36. Turtle Studios.

Aetna Mills: Aetna Mills was one of a series of paper mills Ethnic Heritage Sites established along the Charles River. It was built in 1919, and has The Town of Watertown has a diverse population, including large since been restored and is located on the corner of Bridge Street Armenian-American and Greek-American communities. The and Pleasant Street. Formerly the home of Boston Scientific, it concentration of these ethnic groups in the Town provides for was recently redeveloped as the Riverworks Complex, where unique cultural districts enriched with their own traditions, some historic artifacts are displayed. history, art, and cuisine. Arsenal on the Charles: As part of its redevelopment plan, the The Town of Watertown is one of the oldest and most developer of the Arsenal on the Charles property is considering concentrated Armenian communities in the United States38. The the creation of a museum to display the history of the U.S. Army Town is home to several prominent Armenian institutions, Arsenal operations. including the Armenian Museum of America and the Armenian Creative Businesses and Spaces

Arsenal Center for the Arts: The Arsenal Center for the Arts was the result of a community grassroots effort to see the development of an arts center in the Town of Watertown. The facility is a collection of multidisciplinary spaces that includes two theaters, classrooms and workshops, rehearsal spaces, artist studios, exhibition areas, and meeting spaces. The two theaters include the New Repertory Theater and the Watertown Children’s Theater. The Quilters’ Connection, a group of quilters and quilt aficionados, also operates out of the building. In addition to providing the space that supports creativity, the Arsenal Center for the Arts sponsors art exhibits, educational programs, and staged events37.

In addition to the Arsenal Center for the Arts, the Town of Armenian Museum of America at Watertown Square Watertown has several smaller creative businesses and spaces 36 The Plumbing Museum. 2008. The Plumbing Museum. http://www.theplumbingmuseum. that include theatre companies such as The Revels, Delvena org/index.html. Accessed February 4, 2014. Theater Company, and Flat Earth Theatre Company; and art 37 Arsenal Center for the Arts. 2013. About Us. http://arsenalarts.org/about/. Accessed February 4, 2014. 38 Hayk, The Ubiquitous Armenian. 2013. Armenians in Watertown, MA. http://www.hayk. net/destinations/watertown-ma/. Accessed February 4, 2014.

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Cultural and Educational Center. The Armenian Museum of cultural destinations that strengthen community identity as well America, formerly known as the Armenian Library and Museum as increase tourism. of America, presents the history and culture of Armenia and its people through the display of artifacts, art exhibits, and Historic Properties Open to the Public records39. The Armenian Cultural and Educational Center The Town of Watertown boasts a number of historic properties. strengthens the sense of community among Armenian- Several of these properties are privately owned and operated, Americans in greater Boston by offering gathering and reception and are open to the public for tours and/or displays of historical spaces, recreational facilities, and classrooms for education and materials. These properties are identified below and discussed in training activities40. detail in previous sections of this chapter.

In addition to institutions described above, Watertown has many f Browne House; food-related Armenian businesses, predominantly centered on f Edmund Fowle House and Museum; the Coolidge Square area, such as Sevan Bakery, Massis Bakery

and Specialty Foodstore, Arax Market, and Armenian Market & f Gore Place Federal Period House Museum; and Bakery. Together, they help define the Town as a specialized f Mount Auburn Cemetery. culinary destination.

The Greek-American community is distributed throughout the Special Events Town, but is predominantly concentrated near the Taxiarchae/ Faire on the Square: The Town of Watertown, along with corporate Archangels Greek Orthodox Church. The Taxiarchae/Archangels entities, sponsors the Faire on the Square. This daylong event Greek Orthodox Church is a foundation of the local Greek- occurs annually in September, and offers musical entertainment, American population, hosting a number of community events, dance performances, children’s rides and activities, food, and supporting youth groups, and sponsoring the Greek School, craft sales to residents and visitors alike42. among other endeavors. The Greek School emboldens Greek culture by providing lessons on its history, traditions, and Watertown Open Studios: Watertown Open Studios is a creative language. The school is available to children between the ages of celebration focused on the art of people who live and/or work in 3 and 12. The Taxiarchae/Archangels Greek Orthodox Church the Town of Watertown. The free, self-guided event takes place owns and operates the Hellenic Cultural Center, which provides annually over the course of a weekend in November. During the the community with space for gathering and connecting41.

Although Watertown is widely recognized as having large 39 Armenian Museum of America. 2013. Armenian Museum of America: Welcome. http:// wwww.almainc.org/. Accessed February 4, 2014. concentrations of Armenian-American and Greek-American 40 Armenian Cultural and Education Center. 2014. Armenian Cultural and Educational populations, there are no official designations in terms of Center: Our Facilities. http://acecwatertown.org/. Accessed February 4, 2014. 41 Taxiarchae/Archangels Greek Orthodox Church . Taxiarchae/Archangels Greek Orthodox recognized neighborhood boundaries or cultural districts. As Church. http://www.goarchangels.org/. Accessed February 4, 2014. 42 Faire on the Square. 2013. About the Faire. http://faireonthesquare.org/about.htm. such, the Town has not fully realized the potential to create Accessed February 4, 2014.

138 HISTORIC AND CULTURAL RESOURCES event, businesses and artists open their galleries, studios, and designed to complement the district’s historic setting. The homes to the community43. This event has a public art designation of a LHD imposes a review and approval process by component that includes the Watertown Linear Path Mural. The the Historic District Commission for proposed exterior changes Watertown Linear Path Mural, which was painted by student to properties. The primary strength of a LHD is that it can be artists along with lead artist Gregg Bernstein, is a rare example of tailored to specific community needs while providing greater art in public spaces within the Town44. Watertown Open Studios protection for local resources. Designation as a LHD is one of the is funded in part by the Watertown Cultural Council45. most effective ways to protect the historic character of buildings, streetscapes, neighborhoods, and special landmarks from Armenian Independence Day Festival: The Armenian Cultural and inappropriate alterations, new construction, and demolition. In Educational Center sponsors the Armenian Independence Day addition to protecting historic resources, locally designated Festival, an annual commemoration of when Armenia asserted districts across the country consistently produce stable property its sovereignty from the Soviet Union. The daylong event values and greatly add to the attractiveness of neighborhoods. celebrates Armenia and its people with native cuisine, music, games, and special performances. Watertown has one local historic district, which is located along Mt. Auburn Street between Summer Street and Lincoln Street Grecian Festival: The Taxiarchae/Archangels Greek Orthodox and includes sections of Palfrey and Marshall Streets which Church supports the annual Grecian Festival, which takes place intersect with Mt. Auburn Street. Exterior changes visible from a at the Hellenic Cultural Center over three days in June. The public way to properties in this district, which include alterations Grecian Festival celebrates the culture of Greece with the to existing buildings, demolition, and new construction, are presentation of authentic Greek cuisine along with live music subject to approval by the Watertown Historic District and performances46. Commission which reviews proposed changes with a detailed set of design review guidelines that cover such elements as Preservation Programs windows, entrances, siding, chimneys, light fixtures, and walkways. The Town also has two recently-designated local Watertown has several effective programs in place which assist individual landmarks at 77 Riverside Street and 917 Belmont in the preservation of historic properties. These programs are Street, as a result of the 2010 historic landmark ordinance that is administered by the Watertown Historic District Commission and overseen by the Watertown Historical Commission. the Watertown Historical Commission, both voluntary regulatory commissions whose members are appointed by the Town manager. These programs are described briefly below. 43 Watertown Open Studios. 2013. About Watertown Open Studios. http://www.watertown- open-studios.org/about.html. Accessed February 4, 2014. 44 The Boston Globe. Watertown Kids Paint Mural on Bike Trail Head. http://www. bostonglobe.com/metro/regionals/west/2013/08/07/watertown-kids-paint-mural-bike- Local Historic Districts and Landmarks trail-head/1iOS1AxK5shFF6tH0Uf68N/story.html. Accessed February 5, 2014. 45 Watertown Open Studios. 2013. About Watertown Open Studios. http://www.watertown- Local Historic Districts (LHD) can protect the appearance of open-studios.org/about.html. Accessed February 4, 2014. 46 Boston.com. 2009. Watertown Grecian Festival. http://calendar.boston.com/watertown_ historic properties and encourage new construction to be ma/events/show/87179110-watertown-grecian-festival. Accessed February 6, 2014.

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Demolition Delay Ordinance the relationship of this zoning to these demolitions and would like further consideration of reducing these areas where mostly The objective of a demolition delay ordinance, which has been older single family houses currently exist to preserve these single instituted in many Massachusetts communities, is to encourage family home neighborhoods. owners of historic buildings to seek and consider alternatives to demolition and encourage preservation or relocation of Designation and Inventory Programs significant buildings. Watertown’s demolition delay ordinance, established in 1997, adds an extra level of protection to Two major programs have been employed to document and historically significant buildings by requiring demolition permit recognize some of the town’s historic resources. These programs applications for all buildings over 50 years old to be reviewed by are described briefly in this section. the Watertown Historical Commission. If a property is determined to be preferably preserved, it is then subject to a National Register of Historic Places delay period in which alternatives to demolition should be The National Register of Historic Places (NRHP) is the nation’s explored. official list of significant historic properties. Properties listed in the NRHP include sites, buildings, structures, districts, and Buildings that are at least 50 years old, and/or listed in the objects that are significant in American history, architecture, National Register of Historic Places (NRHP), inventoried by the archaeology, engineering, and culture. Contrary to popular Commission or within 150 feet of a federal, state, or local district perception, listing in the NRHP does not limit a property owner’s must be reviewed before a demolition permit can be granted. right to alter, manage, or sell the property when using private The Historical Commission first determines if a structure is funds. Instead, the designation acts as a key to access Preferably Preserved. If so, they can still approve the demolition preservation programs and incentives at the federal, state and or place a delay on the demolition up to one year. If demolition local level. cannot be avoided, this period also allows more time for the owner and the WHC to work to ensure that every alternative can Some of the key benefits to NRHP listing include eligibility for be pursued to reuse the building, or to preserve or document federal and state rehabilitation tax credits, access to income tax any historically significant aspects of the property. A daily fine deductions for the donation of historic preservation restrictions, and a two-year prohibition from obtaining a building permit for and matching grant funds for preservation related projects. the property are the penalties for demolishing a building NRHP listing also requires consideration in federal, state, and without proceeding with the review process. some local planning projects.

In recent years, the Watertown Historical Commission has been Properties considered for National Register listing must be at confronted with the proposed demolition of a number of older least fifty years old (unless they demonstrate exceptional single family homes for redevelopment into two-family significance) and must possess physical integrity by retaining residences, the result of their location within the T-zone, a enough of its original materials to exhibit its historic appearance two-family home zone. The Historical Commission recognizes during the time period of its historic significance. The NRHP

140 HISTORIC AND CULTURAL RESOURCES recognizes properties associated with famous figures and events, many individual properties and areas that have been but also acknowledges places that are associated with the documented on Massachusetts Historical Commission inventory history of important themes and trends in American history and forms. The acceptance of the MHC of submitted forms places the pre-history. NRHP listing is accomplished through a nomination properties in the Inventory of Historic and Archaeological Assets process initiated by an individual, or a private or public entity. of the Commonwealth. The form is only a record of the historic Property owners may object to the listing through a certified and architectural nature of a property and is not a formal letter to the State Historic Preservation Office. If 51% of the designation of the property’s importance. An evaluation of the property owners within a district object to the listing through property’s significance is only undertaken if a project under the certified letter objection process, the district will not be review by the Massachusetts Historical Commission and a federal officially listed in the National Register. The number of properties or state agency affects the property. owned by a single owner is immaterial; each property owner has one “vote”. The nomination addresses the significance and Survey efforts in Watertown were conducted in 1982 and more integrity of the resource through a thorough report recently by the Watertown Historical Commission in 2011. documenting its appearance and history. The report is reviewed by the MHC staff, the Massachusetts Historical Commission’s Federal and State Preservation Laws and Regulations state review board, and the National Park Service before final Significant legislation exists to provide a review and consultation designation. process to consider impacts from projects with state or federal involvement on historic properties. The Watertown Historical State Register of Historic Places Commission is the local entity involved with these state and local The Massachusetts State Register of Historic Places was historic preservation review processes. established in 1982 as a comprehensive listing of the buildings, structures, objects, and sites that have received local, state, or national designations (local historic districts and landmarks and Section 106 of the National Historic Preservation Act Section 106 of the 1966 National Historic Preservation Act National Register-listed properties) based on their historical or (NHPA), as amended, was originally enacted to address the archaeological significance. The Massachusetts State Register of widespread loss of historic properties during federally-sponsored Historic Places is not a designation program per se and does not urban renewal initiatives and highway construction projects have a separate nomination process. Properties which have during the 1960s. The law requires that any project that receives preservation restrictions or have been formally determined federal funds or is required to obtain permits or licenses from a eligible for the National Register in the Section 106 review federal agency is required to be reviewed for its effects on process are also included in the State Register. Every property historic properties. Section 106 review is required for properties that is listed in the State Register is also part of the Inventory of that are both listed or determined eligible for the National Historic and Archaeological Assets of the Commonwealth. Register. This determination is part of the review process if the property has not been previously assessed for its eligibility. Inventory Programs As noted above under Inventoried Resources, Watertown has

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Typical examples of federal undertakings that can require determine whether the proposed project will have an adverse Section 106 review are the use of Community Development effect on a property listed in the State Register of Historic Places. Block Grants (CDBG) for housing rehabilitation, U.S. Army Corps If it is determined that the project will have an adverse effect on of Engineers’ permits, and Federal Highway Administration a listed property, the state agency and/or the project proponent (FWHA) supported road improvement projects. If a property is must consult with MHC to determine mitigation measures. determined eligible for the National Register, then the impact of Unlike Section 106, which considers NRHP listed and eligible the proposed federal project on the resource must be properties, Chapter 254 considers properties or districts listed in determined by the federal agency or its assignee and concurred the State Register of Historic Places, as well as inventoried upon by the Massachusetts Historical Commission. If the project resources that they believe are eligible for the National Register is determined to have an adverse effect on the resource, the lead of Historic places. federal agency must consult with the Massachusetts Historical Commission (MHC)) in order to determine mitigation options. Massachusetts Environmental Policy Act (MEPA) The Massachusetts Environmental Policy Act (MEPA) is a National Environmental Policy Act (NEPA) comprehensive review process that requires state agencies to The National Environmental Policy Act (NEPA) requires all federal account for the potential environmental impacts of projects agencies to consider the environmental effects of their proposed involving state licenses, permits or financial support. This public actions and investigate alternatives and mitigation options that process requires a thorough study of potential environmental minimize any adverse impacts to the social, economic, and impacts and the development of feasible mitigation options physical environment. Cultural and historic resources are designed to avoid or minimize those impacts. Historic resources, included in the many categories considered in the NEPA process, both above and below ground, are included in the list of and are addressed in an Environmental Assessment (EA) or environmental factors that must be considered in the MEPA Environmental Impact Statement (EIS). Often this review is process. coordinated with the Section 106 review to avoid duplication of efforts. Like the Section 106 process, the lead federal agency is If the project has a connection to state funds, permits, or responsible for identifying effects and proposing mitigation licenses, certain thresholds must be met in order to initiate MEPA alternatives. review. For historic resources, the threshold is met if the project involves the demolition of any part of a structure listed in the M.G.L. Chapter 254 State Register of Historic Places, or (as of 1998) the property is Chapter 254 of the Massachusetts General Laws (M.G.L., Chapter listed in the Inventory of Historic and Archaeological Assets of 9, Sec. 26-27C, as amended by Chapter 254 of the Acts of 1988), the Commonwealth. A detailed project information statement, like Section 106 at the federal level, requires that any known as an Environmental Notification Form, must then be undertaking involving state funds or licenses be reviewed to prepared to assess the impact of the project on the resource.

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Historic Tax Credit Programs requirements that the building be listed in the National Register of Historic Places48 and the rehabilitation must meet the Since 1976, a federal tax credit has been available for Secretary of the Interior’s Standards for Rehabilitation may be a rehabilitating buildings listed in the National Register of Historic deterrent to building owners and developers considering the Places that are used for an income-producing use. This program use of these tax credits. offers a 20 percent tax credit for the qualified costs of a substantial rehabilitation of historic buildings when the work Other Preservation Programs and Activities meets the Secretary of the Interior’s Standards for Rehabilitation47. A similar tax credit program at the state level in In addition to its role in project review and demolition delay, the Massachusetts provides a state tax credit up to 20 percent of Watertown Historical Commission is also active in their qualified costs. The programs have made an important recognition of noteworthy preservation activities in the town contribution not only to the continued use and preservation of through their annual Preservation Awards program. Recent many historic buildings in Massachusetts, but have also resulted awardees include Historic New England’s restoration of the in the creation of additional jobs, revenue for municipalities, and Browne House on Main Street; Carole Katz and Watertown housing units, among a number of proven benefits. Savings Bank for their work in carefully relocating the bank’s Samuel Emrys Evan’s murals; and Bill McEvoy, Jr. for his efforts to To date, owners of three buildings in Watertown have preserve the Sand Bank Cemetery. The Historical Commission successfully taken advantage of either the federal or state recently participated in an endangered properties advocacy historic tax credit programs, or both, as they can be combined. program offered by Preservation Massachusetts, the statewide Two former school buildings, the former Watertown High School non-profit preservation organization. As a result of the at 341 Mt. Auburn Street and the former Coolidge School have Watertown Historical Commission’s nomination, the Abijah White been rehabilitated using these programs, for assisted living and property at 917 Belmont Street was successfully listed in the Ten active senior housing, respectively. Most Endangered list for 2012. The program calls attention to threatened properties so that solutions can be found to preserve Many other distinctive historic properties in Watertown have them. been rehabilitated for new uses in recent years, including the conversion of two church buildings on Mt. Auburn Street for residential condominiums and the re-use of older industrial buildings for office and commercial use. These projects, however, 47 A federal 10 percent tax credit for rehabilitating buildings that were built before 1936 and are not historic (that is, not listed in the National Register of Historic Places) is also did not have historic tax credit involvement. Condominium available. The rehabilitation requirements are minimal and do not require approval. conversion is not considered an income-producing use, unless 48 The Massachusetts Historic Tax Credit does not require the building to be listed in the National Register of Historic places, although the building must be documented on a every condominium unit is rented for at least five years. The Massachusetts Historical Commission (MHC) inventory form and be determined to be eligible for the National Register by the MHC.

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Six properties in Watertown have Preservation Restrictions, most preservation restriction-holding organization will require a fee or of which are held by the Massachusetts Historical Commission. A endowment to provide adequate resources to monitor the preservation restriction is a legal contract by which the property preservation restriction in the future. According to owner agrees the property will not be changed in a way that Massachusetts General Law Chapter 184, Section 31-33, all would compromise its historic and architectural integrity. Any historic preservation restrictions must be reviewed and proposed changes to the property are reviewed by the approved by the Massachusetts Historical Commission. If the organization to which the preservation restriction is donated or preservation restriction-holding organization is a private sold. The preservation restriction runs in perpetuity with the land non-profit, the preservation restriction must also be reviewed and is binding on both the owner who grants it as well as on all and approved by the local municipality. subsequent owners. A preservation restriction allows the owner of a historic property to retain title and use of a property and, at Other preservation-related programs that can offer assistance to the same time, ensure its long-term preservation. The owner preservation efforts in Watertown, but which are not currently in retains the major interest in the property and can sell or will it to place include the following: whomever he or she wishes. Design Guidelines Preservation restrictions are specifically tailored to the individual Design guidelines provide a set of standards to owners and building and the elements being sought to be preserved. Some tenants of historic buildings to guide them in the maintenance agreements only protect a building’s façade, while some include and preservation of their properties in a manner consistent with stipulations to protect elements of the interior, significant a neighborhood’s overall architectural character. By providing a architectural details, or significant landscapes. The terms of the consistent set of standards, a neighborhood can maintain its agreement are negotiated between the qualified organization historic integrity and cohesiveness. Usually design guidelines and the property owner. The owner of the property subject to a cover such architectural elements as windows, exterior materials, preservation restriction must secure approval before new construction, and rooftop additions. undertaking significant changes to the property, such as altering the building's historic elements, constructing an addition or Although generally associated with local historic districts and changing its use. The owner also agrees to repair and maintain their standard for review processes, design guidelines are often the property to an agreed-upon level of maintenance. employed in areas outside of local historic districts as a set of voluntary standards. Significant federal income tax benefits result from the donation of a preservation restriction. If the property is listed in the Neighborhood Conservation Districts National Register of Historic Places, the value of the Similar to a local historic district, a Neighborhood Conservation development restrictions imposed by the preservation District (NCD; also called Neighborhood Preservation Districts or restriction is normally considered a charitable donation. Often a Architectural Conservation Districts) protects architecturally and

144 HISTORIC AND CULTURAL RESOURCES historically significant resources through a review and approval external and internal appearance. In addition to being process at the local level. While NCDs typically regulate a more dangerous, deteriorating buildings are an eyesore and limited set of design elements than a local historic district, they discourage investment and damages neighborhood pride. provide more protection than a demolition delay ordinance alone. NCDs are appropriate in areas where substantial A Demolition by Neglect Ordinance protects individual derelict alterations have been made to individual buildings, but the buildings as well as the physical integrity of an entire general setting, design, and overall character remains. NCDs neighborhood by specifying a set of minimum maintenance have been used effectively in Cambridge, MA and in requirements for all buildings. While historic buildings and communities across the country because they provide a flexible neighborhoods are by no means the only structures to suffer but effective tool for protecting the special historical and from owner neglect, concerns about the high costs and hassles architectural character of an area. involved in rehabilitation of older buildings tend to make older structures more susceptible to abandonment. NCD guidelines are drafted with the input of local officials and property owners and seek to maintain consistency in Only a few communities in Massachusetts have Demolition by architectural types, materials, massing, setback, and streetscape. Neglect Ordinances, but many cities and towns across the nation These guidelines are not intended to dictate specific have adopted some version of this legislation. Many construction or alterations, but instead help to ensure the communities incorporate Demolition by Neglect regulations into protection of the basic elements that contribute to the their definition of demolition under a Demolition Delay neighborhood’s architectural significance. ordinance.

Because NCDs are initiated and administered with the support of Certified Local Government Program neighborhood residents, they tend to receive broad support The Certified Local Government (CLG) program is designed to from citizens and public officials. Review can be completed by help recognize communities that value historic preservation as a the Historical or Historic District Commission, but more often is community asset. The federal program is administered by the governed by a dedicated NCD Commission which includes Massachusetts Historical Commission and establishes a set of neighborhood residents. basic requirements for local historic preservation programs, including the operation of a preservation commission or board Demolition by Neglect Ordinance and the maintenance of a survey of historic resources. In return, Demolition by neglect, defined as the deterioration of a building CLG status gives participating cities and towns exclusive access through abandonment and/or inadequate maintenance is a to at least 10% of Massachusetts’ annual Historic Preservation serious threat to many communities. Such neglect can result in Fund. the deterioration of a building’s structural systems and its

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The funds are awarded to CLGs through a competitive survey Properties receiving CPA funding for historic preservation and planning grant program on a percentage matching fund projects must be listed in or eligible for the State Register of basis and can be used for preservation plans, comprehensive Historic Places, or deemed historic by the local historic surveys, and National Register nominations. In addition to grant commission. Funded projects can be owned publicly, privately, funds, the Massachusetts Historical Commission offers technical or by a non-profit organization, as long as they provide a assistance to participating municipalities. significant public benefit.

Community Preservation Act Watertown has not adopted the CPA. If Watertown were to adopt The Community Preservation Act (CPA) is a program instituted in the CPA, associated funds could be used for a variety of projects 155 communities across Massachusetts since its inception in such as the purchase of preservation restrictions, preparation of 2001. Used for projects that help develop or acquire open space, NRHP nominations, inventory efforts, and the installation of increase the number of affordable housing units, and support historic area signage. historic preservation efforts, the CPA is funded through a property tax surcharge of no more than 3%. If adopted, 10% of the funds must go toward open space, 10% toward affordable housing, and 10% toward historic preservation. The remaining 70% can be divided as the city or town determines among these three categories. The CPA ensures that funds will always be available for preservation activities.

146 HISTORIC AND CULTURAL RESOURCES GOALS

The Historic and Cultural Resources Element addresses the future direction for these resources through more effective preservation of important historic resources and support and development of cultural activities in Watertown. Based on input received during the public outreach process and the baseline assessment, the following goals for historic and cultural resources have been established. Goal 1

Maintain and protect the unique character of existing residential neighborhoods.

Goal 2

Promote the preservation of historic resources and encourage rehabilitation projects.

Goal 3

Support artistic and cultural events and place-making activities.

147 Watertown Comprehensive Plan RECOMMENDATIONS

Goal 1. Maintain and protect the unique character of existing residential neighborhoods.

A. A. Consider design guidelines for new construction and 2. Prepare design guidelines, based on features that are proposed improvements to existing buildings to protect desired to be retained and preserved. and maintain the local historical character (prevailing 3. Educate residents and tenants in these neighborhoods streetscape and traditional building styles found in the about the guidelines through a publication and neighborhoods). educational programs. 1. Analyze existing character of selected neighborhoods in order to describe the significant features that should be preserved and maintained.

Goal 2. Promote the preservation of historic and cultural resources and encourage rehabilitation projects.

A. Maintain asset mapping for historic and cultural resources. 2. Determine if the Town can provide incentives, such as technical or personnel assistance if funding cannot be B. Develop a marketing strategy to promote heritage provided. awareness and preservation. 3. Consider providing zoning relief for projects that preserve historic resources. C. Provide incentives to encourage redevelopment of historic buildings.

1. Publicize the existing federal and state historic tax credit programs through brochures or seminars with interested owners and developers that help them understand the benefits, process, and good examples.

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Goal 3. Support artistic and cultural assets and place-making activities.

A. Develop a marketing strategy to expand awareness of C. Develop a public arts program to foster lively and attractive Watertown’s cultural assets. streetscapes.

1. Brand the Town’s neighborhood concentrations of 1. Establish a public art trust for funding purposes. Armenian-American and Greek-American populations 2. With neighborhood input, identify sites for permanent as cultural destinations, as well as other ethnic groups art installations, such public buildings, parks, public in Watertown. spaces, and transit structures. 2. Install permanent signage to identify and direct 3. Collaborate with owners of vacant parcels, parks, residents and visitors to the Town’s cultural assets as empty storefronts and buildings to erect temporary art part of a signage program. installations. 3. Provide a descriptive list of the Town’s cultural assets 4. Install public art as a required part of significant new on the Town’s official website. public and private development.

B. Support the institutions and special events programming 5. Develop and fund a conservation plan for public art in that celebrate the Town’s multi cultural and artistic identity. civic spaces. 6. Consider creating a Public Art and Culture Committee 1. Use social media to communicate information on the to participate in review of public art projects, distribute Town’s cultural assets and special events. public funds for the arts, facilitate the placement of public art, and to advocate for public art.

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150 Town Hall PUBLIC SERVICES AND FACILITIES

PUBLIC SERVICES AND FACILITIES 9

Introduction

Public buildings, infrastructure, utilities, and the services offered f The financial and physical ability of the Town and by the Town of Watertown and its partner organizations provide partner organizations to meet expectations. a critical foundation for the well-being and function of the community. Of primary concern is the adequacy of municipal A Town’s ability to provide adequate services to the community and school facilities – which affects the ability of municipal requires both short- and long-term planning. Effective capital government to serve the community. There are several factors planning and asset management policies are often challenged that contribute to the success of community services and by limited revenue for government operations, which can put facilities: long-term investment at risk. Prioritizing and setting goals for short- and long-term investment needs can help a Town ensure f The form, size and organization of the local that it meets the community’s expectations for municipal government; services. f Projected population and economic growth; The Town has also created partnerships and relies on regional f The community’s land use pattern; efforts to provide some services. Other important services are f The needs and expectations of residents and provided through contracts or through local non-governmental businesses for the types and levels of services organizations. Watertown receives some funding from non-local

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Figure 9-1 Major Public Facilities in Watertown

152 PUBLIC SERVICES AND FACILITIES

identified by Town officials and residents through interviews, input from the public forums and MindMixer. (Figure 9-1 What are Public Facilities and Services? identifies the major public facilities in town.)

A public facility is any municipal property improved for public purposes, f Public safety such as a town hall, library, police or fire station, parks and playgrounds, and schools. Some partner organizations also use public facilities. f Public Works

Services include municipal services and utilities such as water or sewer f Water, wastewater, and roads service, solid waste facilities such as a transfer station or recycling center, f Solid waste and recycling and partner organization and contracted services such as public health, mental health, housing assistance, recreation, etc. f Health

f Education

f Library

sources but relies almost entirely on its residents, property f Senior services owners, and businesses for financial support. Some of Watertown’s facilities are inadequate to meet current and future Note that the Parks and Recreation Department is addressed in demand for personnel, equipment, technology and records the Open Space and Recreation element of this Plan. storage needed to run efficiently and effectively. Some departments are also under-staffed, yet it has been a challenge for the Town to balance demands for excellent schools, public Baseline Assessment safety, and its many other municipal needs. The municipal services that Watertown provides are fairly typical of Massachusetts towns. Like most communities, Watertown One of the key issues facing the Town is how to prioritize and pay does more for its population than it is required to do by law. for its many capital needs. Given the growing demands on public Many local government services qualify as “essential” regardless services and facilities, the Town is challenged in how it can meet of whether the state mandates them. For example, municipalities and balance those needs. Economic development opportunities, do not have to provide solid waste disposal services, recreation such as those discussed in the Land Use and Economic programs, a senior center or a public library, but the towns that Development chapters of this Plan, can provide the major source provide these services often consider them important to the of funds to help to increase the Town’s tax base to support quality of life and an indispensable part of what it means to be a improvements. community.

This chapter includes an analysis of the adequacy of the The list below summarizes the essential municipal services following public services and facilities in Watertown. The services provided by the Town. and facilities listed below are among the key issues that were

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Administration and Finance f Conservation

f Town Manager f Tree Warden

f Town Clerk f Zoning Enforcement f Assessor Human Services f Audition f Council on Aging/Senior Center f Purchasing f Commission on Disability f Personnel f Schools f Town Treasurer/Collector f Veteran Services f Information Technology Culture and Recreation

Public Safety f Watertown Free Public Library

f Police f Parks and Recreation Department

f Animal Control Capital Improvement Plan f Fire and Rescue

f Health The Town has an established capital improvement planning process in place. The Watertown Capital Improvement Plan (CIP) f Parking enforcement is a five-year plan that includes all known capital needs for each Public Works department (including schools), regardless of whether a funding

f Highway source has been identified for the project funding. The Town Council annually establishes guidelines for capital project f Central Motors budgeting. For many years, the Council has adopted a budget f Water and Sewer policy guideline that the CIP should be funded at an f Snow and Ice approximate level equal to 7.5-8.5% of the Town budget. The key f Solid Waste/Recycling components of the CIP are as follows:

f Cemetery f Status of existing capital funds and projects f Properties and Buildings f Details on new projects f Forestry f Coordination issues related to public works projects f Parks f Protection of investments Community Development and Planning Equipment, vehicle replacement and street and sidewalk repairs f Building, Plumbing, Electrical are included in the CIP each year. Recommendations from the f Planning 2008 Facilities Assessment Study have been incorporated into 154 PUBLIC SERVICES AND FACILITIES

and Weights & Measures. In addition, the Department supervises are a number of contracted services, including Solid Waste, What is a Capital Improvements Plan? Street Lighting, and Recycle Center. A capital improvements plan (CIP) is a road map for planning and funding public facilities and infrastructure. It typically incorporates both the The Administration Division is responsible for the overall construction of new facilities and the rehabilitation or replacement of management of the Department. It is responsible for accounting, existing capital. Typically, a CIP covers a period of three to six years record keeping, water and sewer billing, permitting, and (Watertown’s is a five year plan) and serves as a declaration of intent by a responding to service requests. The Department continues its locality to make capital expenditures on the schedule indicated. A CIP may effort to modernize and computerize these administrative or may not consider multiple forms of funding (Watertown includes functions numerous potential funding sources). The Central Motors Division is responsible for the maintenance, repair and inspection of all DPW motorized equipment inspectional services vehicles, the Senior Center bus, snow and ice equipment and the skating arena vehicle. the CIP as well. These will continue to be considered along with recreation facility upgrades, records storage (an issue mentioned The Highway Division handles all aspects of road construction by several department heads) and town parking needs outside and maintenance including installing appropriate traffic calming of Watertown Square. and management measures, and ensuring that the roads, crosswalks and sidewalks are in compliance with the Americans There is also a proposal from the School Administration to with Disabilities Act. Additional responsibilities include loaming evaluate all of their facilities and begin the process to make any and seeding planting strips, street sweeping, and parking lot necessary upgrades in the future, which could impact future maintenance. The Division is also responsible for street opening CIP’s. permit and sidewalk crossing permit review, issuance and inspection. Watertown Services and Facilities The Town has undertaken a survey of all of the Town’s streets and Department of Public Works assigned a Road Surface Rating to each. A newly paved road would receive a rating or 100. The composite rating for The Department of Public Works operates with 53 staff members Watertown’s streets is 59. It is estimated that in order to bring the and is headquartered at 124 Orchard Street. Town’s 73.68 miles of roadways to the 100 rating, the Town will need to invest almost $94 million. Money from the Annual Town There are currently nine divisions under the DPW umbrella, Budget is used for minor road repairs and the current CIP including Administration, Central Motors, Highway, Snow & Ice, proposes loan orders for $10 million over the next four years for Cemetery, Property & Buildings, Forestry, Parks, Water, and Sewer,

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The major responsibilities of the Property and Buildings Division include installing and maintaining signage and parking meter poles, and maintaining the Town’s fire alarm system. The Division is also responsible for general building maintenance and electrical work. The Town Council has been considering the potential benefit of consolidating facilities maintenance with the School Department.

The Forestry Division is responsible for the pruning, maintenance and removal of street trees. The Division is also responsible for Watertown DPW perennial and annual planting and maintenance at the Town Hall, Image source: Watertown Square, Knowles Delta, Public Works yard, and plant DPW Photo Gallery, containers throughout the Town. The Parks Division maintains 88 picture taken by MHaley acres of athletic and recreational facilities in Watertown. With a Certified Playground Safety Inspector on staff, the Division works with Recreation and the school Athletic staff to ensure that all major street and road improvements. This money is augmented fields are properly marked and groomed. by money from the Mass DOT through the Chapter 90 program.

The Cemetery Division is responsible for the daily operation of The Snow and Ice Division evaluates the appropriate response for one active cemetery and two non-active cemeteries in Town, winter weather events and performs deicing operations, snow which in total comprise 30 acres of land. Each year the Division plowing and removal, and sidewalk and bus stop clearing, with handles approximately 120 internments. the help of subcontractors as needed

Through a contractor, trash is collected weekly and recyclable The Water Division maintains over 80 miles of underground water items (single-stream) every other week. Large items and yard mains. It provides water services to residential and commercial waste are also collected on a less frequent basis. There is a new buildings including meter reading. In addition, the Water Division recycling center located between Green River Way and Stanley maintains approximately 995 fire hydrants in town and is Avenue off of Waltham Street. The contractor also operates a responsible for the annual flushing of the water system through commercial collection system, although there are other private fire hydrants. The Sewer and Drain Division is responsible for the contractors that individual businesses use. operation and maintenance of approximately 78 miles of sewer line and 8,000 residential sewer connections in Watertown. It also In August 2013, the Edward J. Collins, Jr. Center for Public maintains and operates approximately 80 miles of storm drain Management at UMass Boston conducted an organizational lines and 3,200 storm drains. Both of these Divisions work closely study of DPW. It noted recent accomplishments including being with the DEP, EPA, and the MWRA in various aspects of regulatory honored with awards for water quality from the State and MWRA compliance and system monitoring. 156 PUBLIC SERVICES AND FACILITIES

and the American Public Works Association. An LED street and – Community and Staff Development, Detective, Patrol and Christmas light replacement program has been implemented Traffic. The Community and Staff Development Division oversees and cemetery information has been made accessible online. safety programs, training, and compliance with standards set by Motorists praise the effective snow removal operations and DPW the Massachusetts Police Accreditation Commission. The Boston successfully launched the single-stream recycling program and Marathon terrorist attack had a significant impact on the Police automated trash collection program. Department in 2013, and its long-term impact will be felt for years to come. The reality of the situation has ramifications on The Collins Center noted areas that could be improved, including the Department’s equipment, training, and emergency response long-range planning, preventive maintenance, customer service protocol. and better use of technology to enhance operations and provide public information. These concerns are being addressed by the The Department has thirty response vehicles under its Department with Town Council and administration support. jurisdiction including cruisers, motorcycles and SUV’s. They are maintained and repaired internally by the Department with the Police Department exception of major repairs. The Town’s CIP routinely allocates money for the replacement of the Department’s vehicle fleet. The Watertown Police Department is headquartered at 552 Main Street, which was built in 2010. As of the summer of 2014, there In March of 2012 the Matrix Group performed an analysis of the are 65 sworn officers, 13 civilian staff and 23 part-time crossing Police Department, and generally found the force to be an guards. There are four divisions within the Police Department exceptional department. Many of the report’s recommendations are being implemented by the Department, while others are still being evaluated.

Fire Department

The Fire Department maintains three stations:

f Station 1 on 99 Main Street serves as the Department’s headquarters. It was built in 1991.

f Station 2 on 564 Mt. Auburn Street was built in 1912 and renovated in 1989.

f Station 3 on 270 Orchard Street was built in 1959 and renovated in 2002.

Watertown Police Department Image source: As of the summer of 2014, Department has 83 uniformed and Watertown Police Department two civilian full-time staff. It operates three engines, one tower 157 Watertown Comprehensive Plan

ladder truck, one aerial ladder truck, one ambulance and one Watertown Free Public Library command vehicle. In reserve, there is an additional engine and The Watertown Free Public Library is located on Main Street ambulance. The Department also has five administrative outside of Watertown Square between the Town Hall and the Fire vehicles. As is the case with the Police Department, vehicle Station. It was originally constructed in 1884. A new wing was replacement is scheduled in the CIP. added in 1956 (which has since been demolished), and the library was renovated and expanded in 2006, effectively doubling the available space. In addition to the area occupied by the lending area and computer stations, the library has community meeting rooms and a café.

Its mission statement reads:

“Watertown Free Public Library fulfills the informational, cultural, and recreational needs of the community by providing access to a wide variety of popular and reference materials, resources, services, and programs that extend their personal and intellectual development and that reflect the town’s cultural and ethnic Watertown Fire Department diversity. The staff works to create an environment which welcomes Headquarters and satisfies the needs of users of all ages and abilities, and works actively to attract new users to the library.” Overall, the Fire Department is concerned about its future level According to its 2011 Annual Report, the library has a total of service. Staffing is at its lowest level and recent development circulation of over 632,000 items. In 2011, the library logged over places even more strain on the staff as service calls are expected 350,000 total visits. Technological upgrades include a new to continue to rise. The Department recently received a grant computer system and the purchase of e-readers, which expands from the American Recovery and Reinvestment Act to hire, rehire the variety of items it can make available to visitors. or retain two additional firefighters. The Department has identified enhancing the current EMS system as a priority. The library’s long-range plan for FY 2012 – 2016 focuses on the types of services to be offered over the upcoming years and how In April of 2012 the Matrix Group performed an analysis of the those services are to be delivered. Goals include expanding Fire Department, and generally found the department well run services for the children’s, teen and adult libraries; becoming the and addressing the many needs of the community. Many of the primary source for local history materials; expanding the variety recommendations from the study are being implemented by the of formats in which reading material is provided; developing and Department, while others are still being evaluated.

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Center to socialize, get information, and attend classes and recreational programs. Additionally, services are provided for legal assistance, income tax help, fuel assistance, health insurance counseling, and health screenings. There is a case worker available as well to see clients either at the Center or at home. The Town provides local medical transportation through a private vendor and a shopping bus is available to provide rides to grocery stores and nearby shopping malls.

In total, approximately 1,000 people utilize the Center each month for activities and twice as many people seek services.

School District

Watertown Free Library Good schools benefit a community’s families and help to preserve high property values for everyone. In addition, many people come into contact with school buildings, not only implementing a technology plan; providing for the training and parents and children, but also residents participating in professional development of staff; reaching out to non-native community or recreational activities that take place inside school English speaking populations; creating and implementing a facilities. At several points during the public outreach residents maintenance plan for its building and grounds; expanding its mentioned the quality of the schools as a significant asset in hours of service when possible; and reaching out to the Watertown. community about the services provided, including initiation of a “Maker Space” currently being developed off-site. A total of 2,708 students were enrolled in Watertown’s three elementary schools (PK-5), one middle school (6-8), one high Council on Aging school (9-12), and one alternative high school in the 2013-2014 The Senior Center is located at 31 Marshall Street and is housed academic year, which put the overall school system near in a 3,600 square foot building constructed in 1993 that is capacity. During the previous academic year, there were 2,688 attached to the back of the Phillips School. Exercise classes and students enrolled. School enrollment in the Watertown School parties take advantage of the Phillips School gym. District provides additional insight into recent population and economic trends within the Town. Total enrollment increased by The Senior Center is open Monday through Friday and provides a approximately ten percent between 2002 and 2014, which wide range of social, health, educational, recreational, advocacy indicates continued growth in the younger aged population and support programs to assist older Watertown residents to living in Watertown. However, it is important to note that the remain a vital part of the community. Senior citizens come to the recent student population growth is not unprecedented. In fact,

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it brings total enrollment back to pre-1995 levels, when there f Based on current education best practices, the schools were 2,686 students enrolled49. look and feel tired internally based on the school’s age, maintenance, design and construction quality The School District operates six school buildings: f Classroom sizes are insufficient for contemporary f Watertown High School – built in 1930; last renovation needs 2004 f Laboratory space is inadequate in terms of numbers f Watertown Middle School – built in 1922; last and size renovation 1998 f There is a lack of smaller teaching spaces and separate f Lowell School – built in 1927; last renovation in 1996 counseling spaces

f Cuniff School – built in 1954; last renovation in 1997 f Spaces for teacher support are lacking

f Hosmer School – built in 1967; last renovation in 2002 f Parking is inadequate

f Phillips School – built in 1937; last renovation in 2001 f The cafeterias, auditoriums and gymnasiums are generally adequate or better.

The report identifies several scenarios for improvements ranging from minimal renovations to a high cost solution that involves replacement of the High School and major renovations to the other schools designed to modernize the facilities and address capacity shortfalls. Implementation of the high cost options would take many years to implement because students would be relocated to other schools while renovations take place. Given the release of the report, the Town will need to consider the options and undertake additional studies to design the improvements and obtain firm estimates of the costs. Watertown High School

In March 2014, a Schools Facilities Assessment was prepared for the School Department by Oudens Ello Architecture, LLC. The report addressed the physical condition of each of the schools in Watertown and how each school performed “its mission as a 49 Department of Elementary and Secondary Education, http://profiles.doe.mass.edu/ contemporary school”.50 The following is a summary of the profiles/student.aspx?orgcode=03140000&orgtypecode=5& 50 Schools Facilities Assessment, prepared for the Watertown School Department, Oudens assessment: Ello Architecture, LLC, March 2014, p. 10.

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Human services f Provide information, referrals, guidance, and technical assistance in all matters pertaining to disability, and The Town of Watertown has numerous service agencies that provide a variety of services to the public within a number of f Help coordinate activities of other local groups different programs centered around the concept of human organized for similar purposes. services. The following is a sample of these programs, as there are many more than can be effectively covered here. Wayside Multi-Service Center

Wayside is dedicated to achieving the highest standards in Veterans Services providing leading edge counseling, family support, residential The Watertown Veterans’ Services Department offers assistance and educational services for residents in need, including services to veterans and their dependents in all State and Federal for youth, families and communities. benefits and services. Programs include financial and medical assistance, dependents and survivors benefits, and application of Social Service Resource Specialist disability and compensation claims. Information is available Watertown has created a temporary Social Service Resource regarding tax exemptions, education programs, bonuses and Specialist position to help residents find the social services they annuities, employment opportunities, and housing options. require, such as resources for the family such as obtaining Applications are accessible for VA programs such as Home Loans, assistance with fuel, food and rental expenses. This staff person Vocational Rehabilitation and Employment, and Life Insurance. can also help to connect people with a variety of support and counseling services. The position is currently funded by the Town Commission on Disabilities and other private local businesses, hospitals, and non-profit The Commission is an appointed group of Town residents with a human service organizations. The Wayside Youth & Family varied charge, including the following: Support Network provides the staff person.

f Research local concerns experienced by people with Project Literacy disabilities and their families, Project Literacy is a department of the Watertown Free Public f Advise / assist municipal officials and employees in Library that provides free literacy services to the community in ensuring compliance with state and federal laws the form of classes, one-on-one tutoring, and conversation affecting people with disabilities, groups. In addition to English classes, participants can attend f Coordinate / carryout programs designed to meet the computer classes, citizenship classes and other classes of interest needs of people with disabilities and their families, to English language learners. Funding for the program is a combination of town funding, grants and donations. f Assist with the development of policies, procedures, and services affecting people with disabilities and their families,

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Health Department The Health Department collaborated with the Community Development and Planning Department to implement a The Watertown Health Department runs a number of programs Community Transformation Grant which has been used to that focus on protecting and promoting health, preventing establish the Live Well Watertown project. This program is diseases, and improving the health status of the community. designed to encourage families to adopt an active and healthy f Programs for protecting health include developing and lifestyle. Furthermore, Mt. Auburn Hospital conducted a enforcing regulations for conducting inspections at Community Health Needs Assessment in 2012. food establishment, public swimming pools, tanning establishments, tattoo and body piercing Health indicator data generated thus far have shown high rates establishments, and at residential properties. Enforcing of hospitalization for obesity, heart disease, and stroke in regulations ensures the safety and wellness of the Watertown relative to neighboring communities. Health public in the community. priorities that were identified include safety, reduction of obesity, and improving mental health among young adults51. f The promotion of public health includes providing public health education lectures and collaborating Community leader and service providers identified problems with other Watertown agencies to increase awareness confronting the following specific at-risk populations: of healthy lifestyles. f Immigrants f Disease prevention and disability includes providing f Health care access vaccines to the public for preventable disease, offering free public influenza clinics, tuberculosis screening, f Mental health issues

providing blood pressure clinics, and referrals to f Parenting support clinicians. f Older adults f Programs for improving the health status of the f Isolation community include the Live Well Watertown Task Force, the Watertown Housing Task Force and collaboration f Medication management between Watertown agencies that focus on assessing f Mental health issues the local needs and developing long term plans that f Youth will provide access to a safe environment. f Lack of mental health services

Future anticipated Health Department needs include storage f Obesity

space for emergency preparedness supplies, and a place to keep f Substance abuse, especially alcohol use impounded or quarantined animals.

51 Mt. Auburn Hospital 2012 Community Health Needs Assessment, July 2012

162 PUBLIC SERVICES AND FACILITIES

Additional areas of concern included asthma, childhood contributes to a 1.18 decrease in Body Mass Index (BMI) and diabetes, the lack of bicycle infrastructure, and smoking . Some reduces one’s chance of obesity by 81 percent54. Increasing of these issues are reflected in the discussion below regarding active transportation and public transportation are positive ways the public health and land use connection. to decrease obesity and other health issues, through development of sidewalks and trails, increasing the amount of Public Health and Land Use Connection public transit, and educating the general public of the benefits of decreasing automobile use and instead turning to more active There is a strong connection between public health issues and options. land use planning, as many planning goals and initiatives can be directly correlated with the public health of a community. For Conventional food systems today rely heavily on large format example, increasing access to local and healthy food sources can retail corporations to provide food and household needs in one result in decreased diabetes and obesity rates. Development of spot. The issues surrounding this system relate to the fact that bike lanes, sidewalks, rail trails, and other pedestrian amenities these primary stakeholders span great distances from each decreases automobile use which results in improved air quality other, requiring most residents/shoppers to drive to these and contributes to lower asthma rates. Development of these locations. Food deserts are defined as low-income census tracts amenities also increases opportunities for active exercise, where a substantial number or percentage of residents has low assisting with multiple public health concerns already access to a supermarket or large grocery store. Low-access to a mentioned. Improvements to pedestrian crossings and roadway healthy food retail outlet is defined as households that are more networks increases public health and safety overall, as this can than one mile from a supermarket or large grocery store in urban decrease the number of pedestrians/bicyclists collisions. areas55. While the Town of Watertown does not have food deserts following this definition, the Town can avoid these issues in the Encouraging active transportation, enhancing local and healthy future and develop a healthier food system by increasing access food access, addressing health issues such as substance abuse, to local and healthy food options, encouraging convenience tobacco use, mental health, and pediatric asthma are pressing stores to switch to healthier and more affordable food products, issues that should be addressed to improve the Town’s overall and educating the public of the importance of choosing public health. In addition, providing and maintaining safe living healthier diets. environments for seniors to age in place are key concerns for the Town. Active transportation is synonymous with sustainable See Appendix A to this Plan for a set of principles for healthy transportation, as it emphasizes “self-propelled transit modes, community design. such as walking and bicycling,”52 as opposed to single occupancy travel by automobile. This physical activity reduces obesity rates. 52 Tufts University and VHB. Community Planning Guide for Public Health. May 2013. “In a 2009 report, Samimi found that a one percent decrease in 53 Ibid. 54 MacDonald, John M., Robert J. Stokes, Deborah A. Cohen, Aaron Kof¬ner, and Greg K. automobile use is correlated with 0.4 percent reduction in Ridgeway. 2010. The effect of light rail transit on body mass index and physical activity. 53 American journal of preven¬tive medicine 39: 105-112. obesity.” Even increasing public transportation contributes to 55 United States Department of Agriculture, Economic Research Service, http://www.ers. positive health benefits, as it has been found that light rail usage usda.gov/data-products/food-access-research-atlas/documentation.aspx#.Ut_z9NIo69I. Accessed January 29, 2014. 163 Watertown Comprehensive Plan GOALS

Watertown faces a number of challenges in meeting its short- and long-term facility and service needs, especially as demand is expected to increase. The following goals were developed based on the information provided by various town departments and public input. Goal 1 Goal 4

Quality, efficiency and cost-effectiveness should be Monitor the availability of adequate public health and the goal of all public service delivery. social services to meet the needs of all citizens and particularly those of an aging population.

Goal 2 Goal 5 Engage in long-range planning to ensure that the Town is well prepared for future needs as demand Promote sustainability in municipal operations and increases. facilities.

Goal 3 Goal 6

Establish priorities for building and facility Maintain, upgrade or replace school infrastructure as preservation, upgrades and replacement. needed to accommodate the changing educational needs of the community.

164 PUBLIC SERVICES AND FACILITIES RECOMMENDATIONS

Goal 1. Quality, efficiency and cost-effectiveness should be the goal of all public service delivery.

A. Make better use of technology to increase efficiency in all C. Consider an “ombudsman-like” person to centralize town departments. consumer questions and resolve complaints.

B. Improve resident services by revising the website and D. Continue to assess the Town organization to ensure that all making it easier to navigate. Centralize the website departments are adequately staffed to get the job done updating to free up Departmental staff for more well. department-specific tasks and to have consistency in the presentation of town information.

Goal 2. Engage in long-range planning to ensure that the Town is well prepared for future needs as demand increases.

A. Make road and sidewalk improvements, and improve the C. Continue collaboration with the MAPC to keep abreast of overall Road Surface Rating for the Town’s roadways, while regional trends. incorporating a Complete Streets concept, and encouraging multi-modal travel. D. Establish record-keeping procedures that are adequate and sustainable. B. Continue to investigate the feasibility of consolidating DPW facilities maintenance with the School District’s facilities management staff.

165 Watertown Comprehensive Plan

Goal 3. Establish priorities for building and facility preservation, upgrades and replacement.

A. Consider establishing a Building Committee, which would B. Implement the five-year Capital Improvement Program include representatives from Town departments, to and reassess annually the priority projects, keeping to the comprehensively review short- and long-term needs of Town Council goal of dedicating a set percentage of the municipal buildings and to make recommendations for town budget to capital expenditures. prioritizing facility improvements. Such a Committee would provide input into the CIP process, but its focus will C. Review, update and implement the recommendations of be on building needs for all departments. the 2008 Facilities Assessment Study as appropriate.

D. Continue to look at all avenues for the financing of the Town’s CIP.

Goal 4. Monitor the availability of adequate public health and social services to meet the needs of all citizens and particularly those of an aging population.

A. In planning, make connections between public health, E. Consider options to permanently fund the Social Services land use, and transportation Resource Specialist (SSRS) position.

B. Seek opportunities to educate residents on nutrition, F. Nurture cooperative relationships with established and exercise and the risks of alcohol, tobacco and recreational new community agencies so that they are involved and drug use. effective members of the community.

C. Consider implementing wellness programs for town G. Support permanent locations for community gardens. employees.

D. Ensure that the needs of the elderly population (that is expected to grow larger), youth and recent immigrants are addressed through town and community services.

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Goal 5: Promote sustainability in municipal operations and facilities.

A. Incorporate cost-effective Green Infrastructure strategies C. Seek ways to increase recycling and reduce solid waste into all municipal projects for stormwater management, disposal. drainage. D. Educate Town residents about stormwater issues and B. Retrofit and prepare Watertown’s essential infrastructure to proper management. maintain critical functions through weather and energy related disturbances.

Goal 6: Maintain, upgrade or replace school infrastructure as needed to accommodate the changing educational needs of the community.

A. Maintenance is essential to providing a healthy, safe C. Review the recent Schools Facilities Assessment and learning environment for students. Perform needed evaluate the alternatives for renovating and/or replacing maintenance on a regular basis, and approach it as an school facilities. opportunity to upgrade facilities to become safer, healthier, more sustainable, energy efficient, and enriching. D. Assess and prioritize school facilities to identify priority projects and seek funding assistance through state or B. Ensure that all communication systems, such as computers, federal programs. telephones and wireless Internet access, are current, accessible and meet state and federal regulations. The School District should plan to adapt to the evolution of technology to make it an asset to student learning, more efficient coordination between schools, and connection with central school administration and with the Town government as a whole.

167 Watertown Comprehensive Plan

168 Sustainable solar energy ENERGY

ENERGY 10

Introduction Energy is an essential component of municipal operations in It is important to keep the local, regional and global perspective Watertown. The Town uses energy for buildings, street lighting, in mind when outlining the energy roadmap for Watertown. municipal vehicles and equipment. Energy requires a Energy planning is relevant to the Town’s operations but also to tremendous amount of infrastructure for both supply and residents and businesses living and operating within Watertown. distribution, which affects the region, state and globe. Traditional The roadmap considers strategies to reduce consumption and sources of energy and existing rates of consumption are not also the sources of energy, generation and distribution within sustainable for the environment or for the economy. Burning the Town, security and reliability, and the impact on the local and fossil fuels has harmful impacts on the environment and the regional economy. decreasing supply is increasing costs. Communities are responding by modifying operations, with an emphasis on Energy issues are closely linked to several chapters of the energy conservation and efficiency, renewable energy sources, Comprehensive Plan, including land use, housing, economic and fuel-efficient vehicles, lowering the cost of municipal development, transportation, and Facilities and Services. It is services while also reducing environmental impacts. This important to view this section as a subset of all of these chapters benefits the Town, state and planet. since energy strategies will help to ensure sustainable

169 Watertown Comprehensive Plan

development practices are used, housing is energy efficient, f Criterion 2: expedited application and permit process businesses can reduce energy costs and operate efficiently, and for as-of-right energy facilities. efficient transportation options are available. This section of the f Criterion 3: energy use baseline and plan to reduce Comprehensive Plan summarizes the progress what Watertown energy use by twenty percent (20%) within five (5) has made to date and identifies goals and recommendations to years. help the Town continue to use and promote more sustainable practices. f Criterion 4: purchasing only fuel-efficient vehicles.

f Criterion 5: adopt the Board of Building Regulations Baseline Assessment and Standards Stretch Code for new construction

Municipal Energy Projects and Programs Municipal Energy Audit In 2012, the Town conducted an energy audit of municipal Watertown implemented a number of measures to reduce buildings, including schools, to determine the energy energy costs, diversify energy generation, and reduce consumption of its operations and assess opportunities to greenhouse gas emissions related to municipal operations. This increase efficiency measures. After reviewing the audit, in section provides an overview of municipal energy projects and October 2012, the Town Council approved a $7.4 million bond to programs currently being employed by the Town. contract with Johnson Controls, an energy services company (ESCO), to implement a total of 97 energy infrastructure upgrade Green Communities Designation projects in 14 Town and School buildings. The projects include56: In December 2010, Watertown was designated a Green f Lighting fixture retrofits, including occupancy sensors, Community by the Green Communities Division of the in all of the schools and most municipal buildings Massachusetts Department of Energy Resources (DOER). Once a community has been designated as a Green Community the f Weatherization of building envelopes for all 14 Division provides technical assistance and financial support to buildings improve energy efficiency and increase the use of renewable f Boiler replacements at Lowell Elementary, Cunniff energy in public buildings, vehicles, facilities and schools. Elementary and Phillips School Buildings; Town Hall; Main and East Fire Stations; the Ryan Ice Rink; and the In order for Watertown to be designated a Green Community, Senior Center five criteria were met: f Digital data controls f Criterion 1: as-of-right siting in designated locations for renewable/alternative energy generation, research and development, or manufacturing facilities. 56 Energy Saving Performance Contracting Program Review and Update Presentation to Town Council on October 2, 2012.

170 ENERGY

f Water Conservation measures including low-flow Watertown installed solar arrays on three Town buildings, toilets in eight buildings, including Watertown High including: and Middle Schools; Lowell Elementary and Cunniff Elementary Schools; Town Hall; and the Ryan Ice Rink Police Station Building – In 2010, a 30 kW solar photovoltaic (PV) system was installed on the new police station on Main Street. The result of this 20-year contract with Johnson Controls will be The new station also has a community meeting space and a 57 at least $1.8 million in energy savings . Johnson Control has state-of-the- art geothermal heat pump, and is adjacent to a estimated that the simple payback from the initial investment community park being redeveloped on the former Browne will be complete in 15 years. A complete list of the measures School site. proposed for all 14 municipal buildings, can be found in the Energy Saving Performance Contracting Program Review and Watertown High School – In October 2010, Watertown High Update Presentation to Town Council from October 2, 2012. School celebrated the installation of a 6 kW solar PV system which will be used for educational purposes while saving an estimated $1,000 per year in energy costs. A community fund- raising effort helped leverage additional funds for this project.

Department of Public Works (Orchard Street) – In 2010, the Town installed a 50 kW photovoltaic array on the roof of the Department of Public Works building on Orchard Street. The funding came entirely from a grant through the American Recovery and Reinvestment Act. This system will create up to 52,000 kWh and save an estimated $7,000 in energy costs annually. Solar on DPW Facility on Orchard Street Image source: LED Street Lighting - In 2012, the Town secured state and local Town of Watertown funding to replace 1,269 sodium street lights with high- efficiency light emitting diode (LED) lighting. Anticipated energy Renewable Energy Efficiency Projects cost savings from these new LED lights is estimated at $29,806 In June, 2005, the Town Council passed a Resolution requesting per year with an annual energy savings of 203,363 kilowatt hours the Town Manager to purchase the most fuel-efficient vehicle for (kWh). the designated municipal purpose. The Town Manager’s car and Inspectional Services Department vehicles are all hybrid vehicles. Energy Manager – In 2014 the Town developed through a grant The Town also provided education for its employees on smart award an energy manager position to better manage the energy driving techniques that saves the Town money on fuel and 57 http://www.wickedlocal.com/x21084999/Watertown-to-spend-7-million-on-energy- reduce harmful emissions. efficiency 171 Watertown Comprehensive Plan

efficiency efforts of the municipal facilities as well as being a Community Energy Strategies Pilot Program: The Community resource for broader community-wide energy issues and Energy Strategies Program (CESP) is a pilot initiative developed projects. by the (MassCEC) in collaboration with the Green Communities Division of DOER. The program’s purpose is to provide financial Community Energy Programs and Projects and technical assistance to local governments to identify and enable a mix of relevant clean energy strategies and incentives Watertown Environment and Energy Efficiency Committee (WE3C. best suited to address local interests, needs, and opportunities. org) was formed in 2005 to advise the Town on a variety of environmental and energy related issues. This is an appointed Clean Energy Roadmap: In September 2013 and January 2014, group of nine members who serve staggered three year terms. the WE3C (with assistance from MassCEC, DOER, and the Town) The WE3C Committee has a website with information such as organized two Energy Forums to begin crafting a Clean Energy how to weatherize a home, the benefits of installing energy Roadmap for Watertown. Ultimately, this program will provides a efficient lighting, and how to responsibly dispose of compact forum for local residents and businesses to work with municipal florescent bulbs that have expired. It links to publications in both leaders to identify, assess, and enable new energy efficiency, English and Spanish. In addition, the WE3C is responsible for or is renewable energy, and renewable heating and cooling projects involved with most of the other programs listed in this section. and programs that serve the Watertown community58.

Watertown Initiative to Save Energy (WISE): This program offered Private Large Scale Energy Installations: Several private locations through Next Step Living, with facilitated Mass Save® energy in Watertown have implemented solar projects, including assessments. In this voluntary program, to begin, residents or examples like: landlords sign up for a no-obligation energy assessment, f Thomson Family Adventures - 19 kW followed by energy-saving recommendations and gifts of light bulbs, shower heads, faucet aerators; and up to $2,000 in utility f Perkins School for the Blind - 27 kW installed on the incentives for adding insulation. roof of the new lower school building

f Arsenal on the Charles development - 450 kW. This Solarize Watertown Program: Solarize Massachusetts) is a array, installed on Building 311is one of the largest partnership between the Massachusetts Clean Energy rooftop installations in Massachusetts. Center(MassCEC), the Green Communities Division of the Massachusetts Department of Energy Resources (DOER) which began in 2010. It works with local governments to promote small-scale solar projects through a competitive tiered pricing structure that increases the savings as more home and business owners sign contracts. 58 http://www.masscec.com/solicitations/cesp-watertown

172 ENERGY

Promoting Energy Efficiency in Watertown Zoning for Energy Efficiency

Watertown faces some challenges to increase efficiency in As part of the application process for a Green Communities privately owned buildings. There are challenges around designation Watertown updated the municipal zoning ordinance successful adoption of energy efficiency measures that need to to remove regulatory barriers to installing alternative energy be considered. Several issues include: systems. Watertown addressed both of these requirements in the Light Industry, Wholesale, Laboratory section, stating that f There is a limited supply of large blocks of open space projects (new and conversions) up to 4,000 square feet are that could be used for renewable energy projects. allowed by-right in the Industrial Zones (I-1, I-2, and I-3), the f There is predominantly older housing stock that was Pleasant Street Corridor District (PSCD) and the Open Space and not built to today’s standards of efficiency. Conservancy District (OSC). If the project is greater over 4,000 square feet, the project is permitted as of right subject to the f Many residential buildings are renter occupied which procedures and standards of Site Plan Review by the Planning makes it difficult to coordinate and convince building Board. owners to do upgrades such as installing solar panels or retrofitting buildings for increased efficiency. The ordinance should continue to be reviewed for ways to f With the continued growth of sustainable efforts in the ensure energy efficiency is supported. Areas of particular community, important facilitation of the process concern include the assurance that: should be considered by the Town and partner f rooftop and canopy installations can be installed by organizations. Some specific areas of concern to right. include are: f height and coverage restrictions do not preclude f Responsible recycling – To ensure that materials are future development of solar installations properly disposed of, multiple disposal opportunities for materials such as discarded batteries, florescent f energy retrofits do not count against setback light bulbs, and other hazardous substances should be requirements. easily available and widely advertised.

f Community outreach – In order to ensure that the public is aware of energy efficiency options, educational materials should be easily available on the municipal website and in key locations such as the Town Administration Building and the Library.

173 Watertown Comprehensive Plan GOALS

Using the baseline assessment as a foundation, along with public input at various workshops, the following goals were developed to ensure a more sustainable future through energy efficiency measures and renewable energy development at the municipal and town-wide level. Goal 1 Goal 3

Encourage energy efficiency, conservation, and Establish and follow best management practices sustainability in Watertown to reduce energy using materials and technology to expand energy consumption and cost, and to reduce carbon efficiency, renewable energy, and environmental emissions. stewardship in construction, renovation and maintenance of all public buildings and facilities.

Goal 2 Goal 4 Establish incentives and programs for energy efficiency and renewable energy in new development Increase the fuel efficiency of the Town’s municipal and existing structures. fleet.

174 ENERGY RECOMMENDATIONS

Goal 1. Encourage energy efficiency, conservation, and sustainability in Watertown to reduce energy consumption and cost, and to reduce carbon emissions.

A. Consider developing a Climate Action or Energy Master B. Reach out to the community as a whole, including Plan and adopt it as an addendum to the Watertown developers, residents, and non-resident property owners, Comprehensive Plan. to inform and educate them regarding energy conservation opportunities and sustainability principles. 1. Include attainable, measurable and meaningful goals for energy reduction and greenhouse gas emissions 1. Expand public outreach and engagement programs reduction with intermediate milestones and method f Keep the websites relevant with up-to-date for measuring progress over time. For example, information on ways to be more energy efficient. consider a specific goal such as reducing emissions by Use other web-based tools like social media, as 20% by 2020 and 80% by 2050 and share progress with well. an annual report. f Consider recruiting neighborhood champions 2. Develop an energy usage and greenhouse gas (similar to the Low Carbon Diet program) to emissions inventory of municipal operations and the increase exposure to and adoption of energy entire community and communicate the results conservation and efficiency techniques. 3. Encourage net zero developments. C. Consider creating a green business and a residential certification program or encourage existing certification programs such as:

1. Sustainable Business Leaders Program (see http:// sustainablebusinessleader.org/) 2. Westchester County Green Business Certification Program (see http://climatechange.westchestergov. com/wgb-certified)

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Goal 2. Establish incentives and programs for energy efficiency and renewable energy in new development and existing structures.

A. Give special consideration to incentivize and promote C. Consider incentives and requirements to facilitate and energy efficiency especially in rental properties. The encourage energy efficiency within the zoning or other outreach and success of this would involve landlords and municipal regulations. tenants since programs often require commitments from both parties. D. Consider programs such as LEED or a locally crafted program to facilitate energy efficient construction/ B. Support efforts for local businesses to become more ‘green’ development. during remodeling or redevelopment. Continue to encourage green businesses to locate in Watertown.

Goal 3. Establish and follow best management practices using materials and technology to expand energy efficiency, renewable energy, and environmental stewardship in construction, renovation and maintenance of all public buildings and facilities.

A. Ensure case studies that track and report the progress of D. Consider options for planning for unexpected emergencies retrofitting municipal buildings through the ESCO are related to power and communications with clean developed and well-advertised. Work with the Town Energy technologies. For example, consider district energy options Manager to document the project’s progress with multiple power sources for the municipal complex as one specific action to be considered. B. Learn about best practices (conferences, networking, and other government examples) and incorporate ideas into E. Ensure that water and wastewater efficiency are Watertown’s decision-making and facility management. considered in new construction and renovation projects, as reductions in water use will also reduce the demand for C. Adopt new codes and guidelines, when available, that energy. encourage energy efficiency and clean technologies. Specifically, consider options for adopting a more F. Inventory materials purchasing program and develop a Sustainable Building Code that goes beyond the Stretch plan to increase post-consumer recycling content, for Code, for example, net zero buildings, LEED (or LEED example in office paper. inspired) guidelines.

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Goal 4. Increase the fuel efficiency of the Town’s municipal fleet.

A. Consider a fuel efficiency goal such as setting a percent E. Adopt policies for purchasing Electric Vehicles when decrease or setting an average fuel efficiency across the feasible, and consider building Electric Vehicle charging fleet within a specific number of years, and develop a plan station(s). The charging stations could also be available as to attain that goal with intermediate milestones. an incentive at municipal buildings for public consumption. B. Continue to implement the Green Fleets policy that outlines specific recommendations for purchasing only F. Continue to adopt best practices, when available, such as fuel-efficient vehicles for municipal use when they are programs to reduce idling and minimizing the use of available and practical. low-efficiency vehicles.

C. Create and adopt a policy to “right-size” the municipal fleet.

D. Consider “idle-right installation” devices for Police and other relevant vehicles to increase fuel efficiency.

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178 Entering Watertown sign IMPLEMENTATION

IMPLEMENTATION 11

Introduction This chapter is arguably the most important in the for these issues to be acknowledged while keeping each specific Comprehensive Plan. The implementation recommendations are recommendation on the table unless a situation dictates that it is based on the goals and objectives from each chapter. To ensure no longer relevant. . In addition to implementing the plan, we that his Plan is used and implemented, we recommend that recommend that the Town consider some mechanism for Town of Watertown create a working group comprised of reporting on progress and on barriers to implementation, on a representatives from Town staff and existing boards and regular basis. Some communities provide this information in commissions and other key stakeholders This group would be annual reports to the Town Council. Others have developed a responsible not only for coordinating overall implementation follow-up evaluation form that specifically lists each action item but also ensure that public outreach and education efforts are and asks for updates. achieved. We suggest a Town Council-appointed Comprehensive Plan Implementation Committee that would operate under the Table 11-1 below summarizes the specific recommendations auspices of the Planning Board, which is already charged with found at the end of each of the plan’s chapters. . The timing for official adoption of the Plan pursuant to M.G.L. c. 41 §81D. implementation of the recommendations are assigned for short terms, medium terms, and long terms, to assist in suggesting a It is important to note that planning is a dynamic process and timeframe for each item to be considered. Some priorities can shift over time. A consistent review process allows recommendations are ongoing in nature. The responsible parties

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are also listed. If more than one entity could be charged with f Purch – Purchasing Department implementing a particular strategy or recommendation, the lead f Rec – Recreation Department agencies listed first in bold. Table 11-2 sorts the recommendations by lead agency. f SAC – Stormwater Advisory Committee

f SD – School District The following list identifies the acronyms used for responsible parties in the table: f TC – Town Council

f B&P – Bicycle and Pedestrian Committee f TM – Town Manager

f CDP – Community Development and Planning f Traf – Traffic Commission

f ConComm – Conservation Commission f TW – Tree Warden

f CoA – Council on Aging f WBCC – Watertown – Belmont Chamber of Commerce

f Cul – Cultural Council f WCOD – Watertown Commission on Disability

f DCR – Department of Conservation and Recreation f WE3C – Watertown Environment and Energy Efficiency Committee f DPW – Department of Public Works

f FD – Fire Department

f H – Health Department

f HA – Housing Authority

f HC – Historical Commission

f HDC – Historic District Commission

f HP – Housing Partnership

f Lib – Library

f MBTA

f MWCD – Metro West Collaborative Development

f PB – Planning Board

f PD – Police Department

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Implementation Matrix

Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Land Use Recommendations Short Term Medium Term Long Term Ongoing Responsible Party ,CDP, PB, DPW ط 1A Enhance building, parking, and streetscape aesthetics by adding design and landscaping standards to the TW, Traf Limited and Central Commercial district regulations, including provisions for public art. ,CDP, WE3C ط 1B Incorporate ‘green’ building practices to encourage energy efficiency and that projects are planned, WBCC, PB designed, constructed, and managed to maximize positive environmental benefits. CDP, PB ط 1C Update the Watertown Square Design Handbook and relevant sections of the zoning ordinance to include signage and street façades and extend to other business districts. Design should consider a project’s relation to the Square, its streetscapes, and those projects that enhance the Square should be encouraged. ,CDP, PB, Cul ط 1D Encourage uses that will bring interest and vitality to Watertown Square, attract foot traffic and increase WBCC street life. Utilize cultural assets and uses to seed this process.

,CDP, PB, Cul ط .1E Reinforce Watertown Square as a Town Center WBCC ,DPW, CDP, B&P ط 1F Make the streets in Watertown Square more connected through advancing Complete Streets Traf strategies. DPW, CDP ط 1G Study Watertown Square to identify transportation enhancements that are possible to enhance traffic, safety, operations and parking. ,CDP, PB, DPW ط 1H Consider options for a Conceptual Master Plan for the Arsenal Street Corridor, to guide the revision of Traf, new Economic zoning, transportation planning, investments in public Development spaces and amenities, infrastructure planning, Commission promotion of economic development, design standards, and integration with adjacent neighborhoods.

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Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Land Use Recommendations Short Term Medium Term Long Term Ongoing Responsible Party CDP, PB, new ط 2A Within the squares, consider strategies to create a diverse retail mix with shopping and dining Economic choices to encourage foot traffic and browsing of Development restaurants, cafes, retail boutiques, and Commission bookstores. Consider incentives such as expedited permitting to encourage mixed-use development where appropriate and allow for increased density in Watertown Square. CDP, PB ط 2B Support infill and redevelopment of vacant/underutilized sites. CDP, PB ط 3A Develop an inventory of and strategy for reusing vacant or abandoned properties, and provide incentives for those properties to be redeveloped. CDP, PB ط 3B Establish design guidelines appropriate to proactively plan for redevelopment within Watertown’s squares and corridors.. The guidelines should focus on the building massing, setbacks and streetscape/landscaping improvements to ensure an attractive and healthy connection with the street. Parking should be removed to the rear of the buildings. CDP, PB ط 3C Develop zoning changes described earlier in the Arsenal Street Corridor subsection of this element. The objective is to ensure that future land use along the corridor emphasizes commercial, office and retail development and protects and enhances a transition between Arsenal Street and the abutting residential neighborhoods. Any mixed use development should consider a minimum required percentage of commercial space, and purely residential development should not be allowed. Other changes could include allowing multi-family residential, retail and structured parking; reducing the setbacks to allow buildings to be built to the street line; revising the required open space set aside to be used as a civic amenity; and updating the parking standards.

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Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Land Use Recommendations Short Term Medium Term Long Term Ongoing Responsible Party CDP, PB, HC ط 3D Consider design guidelines for new construction and proposed improvements to existing buildings to protect and retain the local historical context (prevailing streetscape and the traditional building styles found in the neighborhoods), and to enhance landscaping (6/18/14 Forum). CDP, PB ط 3E Consider transit-oriented mixed use development around the site currently occupied by the MBTA yard. A number of buses go through this yard on a daily basis and there may be opportunities to redevelop some of the land utilized by the MBTA. When that land becomes available, it should be zoned for higher density mixed use development with retail uses that cater to the needs of commuters and have reduced parking standards in light of the onsite mass transit connections.

CDP, PB, DPW, MBTA ط ,3F To enhance the vibrancy of Watertown Square consider options to make connections and streetscape improvements on the south side of the river, and explore opportunities for the MBTA yard for TOD and/or multi-modal enhancements.

,CDP, B&P, DPW ط 3G Develop options to make Watertown Square more pedestrian friendly and safe. WCOD

CDP ط 3H Identify and design Town gateways to clearly mark entrances into Watertown and to support the town identity.

B&P, CDP, DPW ط 3I Improve pedestrian links from Watertown Square to the River.

B&P, CDP, Rec ط 3J Enhance the vibrancy of Watertown Square by designing and building a multipurpose trail system, including enhancing the existing riverwalk and programming additional activities. CDP, PB ط 4A Consider options for differentiating uses that are By Right and By Special Permit.

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Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Land Use Recommendations Short Term Medium Term Long Term Ongoing Responsible Party CDP, PB ط 4B Consider revisions to height requirements to allow only the first several stories of a building be built to a build-to-line, and require additional stories to be stepped back a sufficient distance to improve sight lines. Also, consider options for increasing setbacks from the sidewalk. CDP, PB ط 4C Consider options for allowing additional stories with further step backs if development enhancements are provided. Incentives for the additional height could include historic preservation renovations, providing public and/or visual access to the Charles River, developing a mixed use project, and including greater than the minimum affordable housing as part of the development, for example. CDP, PB ط 4D Ensure projects are sensitive to the Charles River along Pleasant St. The step backs should apply along Pleasant St. and for any buildings on the Charles River side. Consider increases in the rear setbacks and landscaping requirements for buildings along the Charles River and in transitions zones abutting single and two-family residential neighborhoods. CDP, PB ط .4E Consider options for refining the Pleasant St Corridor District by identifying areas where mixed- use is mandatory and where only commercial development is incentivized. Also consider this for the Arsenal Street Corridor. CDP, PB, HC ط 4F Provide development incentives to encourage preservation and restoration of historic buildings in addition to the other incentives provided in the district. CDP, PB, DCR, B&P ط 4G Provide for public access, as well as visual corridors, to the Charles River where practicable. CDP, DPW ط 4H Seek opportunities to bury utility lines where possible.

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Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Land Use Recommendations Short Term Medium Term Long Term Ongoing Responsible Party CDP, PB ط 5A Consider revising zoning requirements for conversions of single- to two-family homes in the CR, SC, T, R.75 and R1.2 districts to determine whether the locations of such conversions should be specified within those districts. Restrictions similar to those in the T-zone could be considered in other districts in order to avoid conversions that are out-of-scale when compared to the neighborhood in which the home is located. CDP, PB ط 5B Reconsider allowing accessory units, including in separate structures (such as carriage house conversions), as these would be opportunities to provide additional units without tearing down or substantially adding on to an existing single family. CDP, PB, HP ط 5C Enhance streetscape amenities, crosswalks and traffic calming measures (see Chapter 2 - Transportation, Circulation and Parking).

DPW, B&P, Traf ط 5D Continue to require new development to include sidewalks, and to connect to municipal sidewalks where feasible (see Chapter 2 - Transportation, Circulation and Parking).

PB, DPW, B&P ط ,5E Develop basic design criteria for roof types dormers, street façade, and encroachments into setbacks (overhangs, open porches, etc.).

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Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Transportation Recommendations Short Term Medium Term Long Term Ongoing Responsible Party DPW, Traf ط :1A Consider Traffic Calming Measures 1. Curb extensions, bump outs, and/or neckdowns along with on-street parking. 2. Narrowed travel lanes and widened shoulders with potential for bike lanes. 3. Raised crosswalks or table top intersections. 4. Roundabouts.

TM, TC, MBTA, Traf ط 2A Encourage the enhancement of bus stops and expanding of bus routes to reduce the use of the single occupancy vehicle should be explored.

TM, TC, MBTA ط 2B Consider the creation of a transit sub-committee or a liaison that can work with the MBTA and others to expand mass transit service, particularly along the #70/70A, 71 routes and 73 routes, and Pleasant Street (this is currently being considered by the Town).

TM, TC, MBTA ط 2C Work with the MBTA to install more bus shelters and benches at bus stops, as well as fare vending machines, to encourage more people to utilize the service.

CDP, PB, TM ط 2D Coordinate with private businesses and residential complexes, especially along Arsenal and Pleasant Streets, to provide expanded, shared shuttle bus services to accommodate demand between business locations and key transit stops such as Harvard Square, Alewife, etc.

MBTA ط 2E Consider options for developing a bus rapid transit route along the Arsenal Street corridor to accommodate anticipated future growth. Also consider options to make connected bus routes north-south to Belmont, and Brighton transit centers and nodes

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Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Transportation Recommendations Short Term Medium Term Long Term Ongoing Responsible Party MBTA, TM ط 2F Coordinate with the MBTA to install Charlie Card machines at strategic locations in Watertown.

MBTA, TM ط 2G Consider other modes of transit, such as via water (Charles River) and light rail to reduce congestion on Watertown’s major arterials.

PB, CDP ط 2H Evaluate future development in terms of its relationship to public transportation. Include a design criterion for future development that promotes alternate modes of transportation.

,DPW, CDP, B&P ط 3A Pedestrian Improvements 1. Design ADA compliant sidewalks that include a WCOD landscaping buffer, where feasible, between the sidewalk and roadway.

DPW ط Where appropriate, replace the existing faded .2 crosswalks with imprinted/textured crosswalks at intersections and mid-block locations along major redevelopment corridors such as Arsenal Street and in Watertown Square.

DPW ط Construct crosswalks that enhance the .3 awareness of drivers to pedestrians such as raised crosswalks, textured treatments or table top at intersections and other common pedestrian crossing points (especially on wide streets) and other current techniques.

,Rec, SD, CDP, DPW ط Enhance the areas in and around public open .4 spaces (parks, schools, athletic fields) so that B&P children and parents won’t have the perception that walking is not a safe option. This should consider enhancing the street tree inventory to provide protection and shade to pedestrians.

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Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Transportation Recommendations Short Term Medium Term Long Term Ongoing Responsible Party SD, B&P ط Continue to look for ways to expand the Safe .5 Routes to School Program and encourage the use of tools like the “walking school bus” programs at the elementary and middle schools.

DPW ط 3A 6. Install crosswalk signage to reinforce vehicle and pedestrian awareness. Consider illumination of signage and crosswalks.

DPW ط Install countdown pedestrian signal heads at .7 signalized crossings that do not currently have them.

PD ط Educate pedestrians to "Stop- Look- and .8 Wave" at crosswalks.

CDP, B&P, DCR ط Investigate locations for installation of future .9 walking trails and connections with existing trails in addition to the “Community Path” such as along Pleasant Street and the Charles River Reservation. Existing and future streetscape enhancements along roadways should connect directly to the Reservation.

CDP, PB ط Where there is a suitable ROW, encourage .10 wider sidewalks to better accommodate pedestrians and to allow for outdoor dining in places like Watertown Square and other business districts.

B&P, CDP ط 3B Bicycle Improvements 1. Update the 2002 Bicycle Transportation Plan including reviewing routes identified and update as needed to reflect current land use/ bicycle demands, including bicycle counts, and an implementation/ prioritization plan should be developed.

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Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Transportation Recommendations Short Term Medium Term Long Term Ongoing Responsible Party DPW, B&P, Traf ط ,Develop and sign/stripe on-road bicycle routes .2 considering the latest technology, in accordance with the updated recommendations in the Bicycle Transportation Plan.

DPW, B&P, Traf ط As Arsenal Street, Mount Auburn Street, and .3 others as appropriate, is redeveloped ensure that Complete Streets techniques are used that include the option to provide bicycle lanes/features along the entire corridor.

DPW, PB, B&P ط 3B 4. Bicycle racks should continue to be installed and maintained at all public and private activity centers.

DPW ط Improve bicycle mobility on roads through the .5 implementation of roadway markings (sharrows) and strategic signage.

B&P ط Educate the public about existing bicycling .6 opportunities through wayfinding signage, maps and information on the Town website.

B&P ط Continue to identify potential opportunities for .7 on and off-road bicycle connections between corridors and traffic destinations.

B&P ط Investigate the feasibility of a bike share .8 program, perhaps through the expansion of the Hubway program.

DPW, CDP, B&P, Traf ط 4A Encourage the incorporation of multimodal designs into roadway projects to ensure that streets are shared by all users and not dominated by cars.

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Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Transportation Recommendations Short Term Medium Term Long Term Ongoing Responsible Party DPW, CDP, B&P, SAC ط 4B An emphasis on green design elements that promote an environmentally sensitive, sustainable use of the public right-of-way should be a priority. Greener designs could consider incorporating ideas like ‘parklets’ in place of parking spaces (public green spaces), street trees, rain gardens, bio-swales, paving materials and permeable surfaces, with plants and soils collecting rain water to reduce flooding and pollution.

DPW, CDP, B&P, Traf ط -4C Encourage the use of smarter technology assisted design elements that incorporate intelligent signals, electric vehicle sharing, car and bicycle-sharing, way-finding and social networks for greater system efficiencies and user convenience.

,DPW, CDP, B&P ط 4D The Town should consider developing a “Complete Streets” policy and checklist or toolbox SAC, Traf that is appropriate for the community goals. Elements should be respectful of the specialized needs and any environmental resources within the Town. These should be balanced with the overarching goal of providing for all modes of transportation.

DPW, CDP ط 4E Consider expanding streetscape and hardscape elements along Arsenal Street and in Watertown Square and Coolidge Square, creating key gateways or nodes at specified locations. Include a landscaping buffer between the sidewalk and roadways were feasible.

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Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Transportation Recommendations Short Term Medium Term Long Term Ongoing Responsible Party CDP, PB, DPW, Traf ط 4F Develop access management and traffic impact study guidelines and incorporate them into the zoning ordinance. Minimizing curb cuts and greater separation between driveways improve safety, appearance, and the viability of roadways. An access management approach could benefit many corridors where vehicle conflicts are present or there is an opportunity for future redevelopment; Arsenal Street, Pleasant Street, etc.

,CDP, PB ط 4G Review the zoning ordinance and consider amendments that would encourage mixed-use (residential, office, retail) and compact/clustered development in areas already served by transit.

DPW, CDP, Traf ط 4H The Town should address signage clusters on town roadways, and develop a wayfinding signage program that enhances the “Watertown Experience”, taking any design guidelines into account.

DPW, B&P, Traf ط /5A Consider developing a Town-wide traffic counting monitoring program to help determine overall vehicular, pedestrian and bicycle travel patterns and volumes to help identify demands and opportunities to expand multi-modal options for improving congestion. Some of this data could likely be generated/reported as part of the permitting process.

CDP ط 5B Locate new residential, commercial and other services in transit-oriented locations (i.e., Arsenal, Galen, and North Beacon Streets, Watertown Square) to reduce the need for cars and enable people living near transit and services to reduce auto trips. Other areas should be promoted as viable locations for transit.

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Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Transportation Recommendations Short Term Medium Term Long Term Ongoing Responsible Party CDP ط 5C Any higher density/mixed use housing and commercial infill development that is consistent with this Plan and zoning standards should only be in areas approximate to existing public transportation services. Encourage child-care facilities and other high volume traffic generator services in residential or commercial facilities/developments to reduce traffic impacts associated with child-care drop-off and pick-up.

CDP, DPW, B&P, Traf ط (5D Establish multi-modal levels of service (LOS standards that consider all modes of transportation, including transit, bicycles, and pedestrians in addition to automobiles.

DPW, Traf ط 5E Where appropriate, install timed signals along Arsenal Street and other major streets to allow traffic to move at a steady rate to minimize air quality impacts from "stop and go" traffic. Also consider signal prioritization for transit, in coordination with the MBTA.

DPW, CDP, Traf ط 5F Work with the State to apply for funding through the State Transportation Improvement Program (TIP) and address intersection congestion under the Highway Safety Improvement Program (HSIP) through the Healthy Transportation Policy established by MassDOT. Traffic flow, character, and safety should be reviewed and improved. MassDOT has identified several intersections eligible for HSIP funding; which should be investigated by the Town for improvement and to understand operational deficiencies. Road Safety Audits (RSA) should be conducted (with key public officials input) to determine issues and opportunities for these areas.

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Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Transportation Recommendations Short Term Medium Term Long Term Ongoing Responsible Party DPW, CDP, Traf ط 5G Develop corridor improvement strategies for major roadways in Town, including but not limited to Main Street, Arsenal Street, North Beacon Street, Pleasant Street, Galen Street, Mt Auburn Street, etc. Incorporate improvements that focus on roadway/intersection operations, pedestrian/bicycle accommodations, and traffic calming strategies, as described above.

TC, TM, CDP, Traf ط 6A Create a parking plan that focuses exclusively on the current and future needs of Watertown Square. Addressing parking options in the Square should be done in order to focus on meeting economic development goals for the Square and should consider the conditions under which the parking requirements could be reduced, including shared parking.

CDP, PB ط 6B Evaluate future development proposals with an eye towards increasing the publically available parking supply, particularly in Watertown Square.

CDP, PB ط 6C Revise zoning to provide incentives to (re)development projects that develop creative ways to reduce or share parking needs.

CDP, PB ط 6D Reduced parking requirements should be considered for certain projects when located within a five minute walk radius from an existing or planned and funded bus stop/route.

CDP, PB ط 6E Encourage reduced parking for local development/employers that implement: 1. Trip reduction incentives; 2. Flexible work hours and telecommuting to reduce peak-hour commute congestion; 3. Publicly available shuttle bus service to area MBTA stations and points of interest.

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Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Transportation Recommendations Short Term Medium Term Long Term Ongoing Responsible Party CDP, PB ط 6F Encourage shared parking agreements, which would make the most efficient use of existing and new parking.

CDP, DPW ط 6G Encourage consolidation of surface parking lots into structured parking facilities and redevelopment of surface lots with residential or commercial development where allowed by zoning, or to create more open space.

TC, TM, CDP ط ,6H Re-evaluate parking policies for on-street parking signage, meters, hours, lots, administration, and signage, etc. to help make Watertown more user- friendly and welcoming.

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Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Housing Recommendations Short Term Medium Term Long Term Ongoing Responsible Party HP, CDP ط 1A The HPP indicates that there is a significant housing affordability gap in Watertown. To help address this gap, the HPP sets a goal of producing 78 SHI units per year to help the Town meet the State’s 10% target within seven years. The Town should review its progress annually and adjust as needed.

HP, CDP ط 1B Ensure that expiring subsidized units are recertified so that they remain on the SHI.

PB, CDP, HP, HA ط 1C Identify site(s) for mixed-use developments to provide housing units in amenity rich environments to meet the preferences of households. As described in Chapter 1 - Land Use, this could include parcels along high ridership bus routes, surface parking lots along Arsenal Street, and other I-3 zoned land where multi-family housing is allowed by special permit. Identifying nodes for mixed-use in the Pleasant Street Corridor zoning district could also be a possibility.

HP, CDP ط 1D Hold discussions with developers to better understand local, regional and statewide housing market development trends.

HP, MWCD ط 1E Continue to invest in acquisition/rehab projects to increase the supply of affordable housing. Continuing to invest resources through partner organizations, including the use of HOME funds, will enable the Town to further increase its affordable housing stock. Consider options to purchase existing two-families throughout the community for rehabilitation to use as affordable and middle income units.

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Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Housing Recommendations Short Term Medium Term Long Term Ongoing Responsible Party CDP, PB ط 1F Ensure that setbacks and other dimensional regulations are met for proposed teardowns. Review existing dimensional requirements and consider design guidelines to maintain existing neighborhood character and promote greater symmetry between the old and new structures.

HP, CDP ط 1G Consider the adoption of the Community Preservation Act (CPA). The CPA allows communities to create a local Community Preservation Fund for affordable housing, open space protection and historic preservation. Community preservation funds are raised through a tax surcharge up to 3% of the tax levy against real property, which can only be adopted through a town or citywide ballot referendum. Of monies raised, at least 10% must go to affordable housing initiatives.

TC, PB, CDP ط 2A Multi-family development requires a special permit for 3-4 units, or a special permit with site- plan review for projects with four units or more. Allowing multi-family structures by right for up to four units with site plan review would provide opportunities for more affordable condominium or rental units. For larger projects, a special permit would still be required with site plan review. As an incentive, consider allowing more units by right with site plan review if a certain number of affordable units are provided as part of the project.

PB, CDP, HP, HA ط 2B Analyze existing Industrial and the Pleasant Street Corridor zoning districts to identify areas more appropriate for mixed-use and/or multifamily development, and potentially rezone. See the recommendations for Pleasant Street in Chapter 1 - Land Use regarding land use and design standards to be considered.

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Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Housing Recommendations Short Term Medium Term Long Term Ongoing Responsible Party TC, PB, CDP ط 2C Explore opportunities to allow for greater densities in the Cluster Residential zoning district. Consider allowing for greater densities, or providing a density bonus for projects with smaller unit sizes (e.g. cottage developments), to provide an opportunity to create more affordable housing options. Consider allowing for higher density if affordable housing is provided. Cottage style development, especially as an option for elderly housing, is an example of a newer style of clustered housing.

TC, PB, CDP ط 2D Amend the parking requirements for multi-family developments. Consider lowered minimum parking standards or tandem parking, particularly where transit is available.

TC, PB, CDP ط 2E To increase the amount of new housing units available to families with children, couples and single people with lower incomes, consider amending the inclusionary zoning requirements to increase the percentage of affordable units to be provided from 10% to 12.5%. Also, consider lowering the threshold for providing affordable housing units from 15 to six. Reducing the minimum size of dwelling units is another method to encourage greater housing choices.

TC, PB, CDP ط 2F Consider options for reincorporating an accessory housing ordinance where appropriate, which could provide for additional opportunities for alternative housing opportunities for families. Consider ways to allow accessory units for family members, or, if rented to others, for affordable housing. Currently they are not allowed.

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Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Housing Recommendations Short Term Medium Term Long Term Ongoing Responsible Party PB, CDP, HP ط 2G Amend the zoning ordinance to require a minimum number of new housing units have three bedrooms or more, including affordable units created by Watertown’s inclusionary zoning.

,HP, WCOD, CDP ط 3A Work to address senior needs through supportive housing policies. MWCD

HP, WCOD, MWCD ط 3B Explore mechanisms to allow Watertown’s seniors to age within the community and to better serve persons with disabilities, through housing rehabilitation/modification programs. Watertown should promote existing programs, including the Home Modification Loan Program, and match these funds with local HOME funds for additional home improvements.

CDP, HP, MWCD ط 3C Support emergency repairs programs designed to provide assistance to income-eligible Watertown residents to make repairs and alterations to their homes for safety and health reasons. Senior and disabled households should receive priority assistance.

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Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Economic Development Recommendations Short Term Medium Term Long Term Ongoing Responsible Party WBCC, new Economic ط 1A Promote Watertown as a favorable municipal environment for firms in the key industry clusters Development of Life Sciences, Information and Media, Design, Commission and Advanced Manufacturing, as identified in the Strategic Framework for Economic Development.

CDP, PB, WBCC ط ,1B Encourage the provision of flexible, affordable and right-sized office space for small, growing and mid-sized firms.

CDP, PB ط 1C Facilitate the development of a continuum of housing options that supports the live-work-play lifestyle preferred by workers in the Town’s target industries especially along the major corridors, such as Pleasant and Arsenal Street.

DPW, CDP ط 2A Encourage investment in the roadway and utility infrastructure.

WBCC, new Economic ط 2B Strengthen networking opportunities for local businesses. Development Commission

WBCC, TC, new ط 2C Promote Watertown as a great place to do business. Economic Development Commission

WBCC, MWCD, new ط 3A Promote investment in vacant or underutilized properties on the Pleasant Street, Arsenal Street, Economic Main Street and Galen Street Corridors in order to Development maintain an appropriate mix of land use types in Commission the property tax base.

CDP, MWCD, new ط 3B Identify and designate potential development sites for the M.G.L. c. 43D Expedited Permitting Economic Program. Development Commission

199 Watertown Comprehensive Plan

Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Economic Development Recommendations Short Term Medium Term Long Term Ongoing Responsible Party CDP ط 3C Set in motion the remediation of the 25 properties identified by the Massachusetts Department of Environmental Protection as needing or potentially needing environmental remediation.

,WBCC, CDP, MWCD ط 3D Build institutional capacity to improve existing business districts by unifying businesses and new Economic helping them connect to the community. Development Commission

CDP, PB ط 3E Implement zoning and other policies that link commercial development with contributions to community benefits.

WBCC, new Economic ط 4A Enhance the School District curriculum and facilities to ensure children and young adults are Development prepared to participate in the region’s employment Commission opportunities.

WBCC, new Economic ط 4B Connect the workforce to training and continuing education opportunities that are tied to the Development strengths of the local business community. Commission

,WBCC, B&P, CDP ط 5A Develop marketing strategies that celebrate recreational opportunities and facilitate recreation- HC, new Economic oriented concessions. Development Commission

CDP, TM, Traf ط 5B Improve the quality of street life and sidewalk culture on primary commercial corridors.

CDP, new Economic ط 5C Promote neighborhood retail in areas such as Watertown Square, Arsenal Street, Pleasant Development Street (through mixed use in targeted areas), Main Commission, PB, Traf Street and Coolidge Square.

200 IMPLEMENTATION

Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Economic Development Recommendations Short Term Medium Term Long Term Ongoing Responsible Party CDP, Cul, new Cultural ط 5D Provide and promote the arts to enhance the sense of place and quality of life for all residents. Department

TC, TM, new Economic ط 6A Consider creating “one-stop shop” type capacity in Town Hall to support businesses interested in Development locating in Watertown, including marketing of Commission development-ready sites and guidance for permitting and other business needs.

TC, TM, new Economic ط 6B Strengthen partnerships with the Chamber of Commerce and industry councils to improve Development business retention and attraction. Commission

TC, TM ط 6C Maximize relationships with state and regional agencies for infrastructure, training, education, and networking. e.g., Metro North Regional Employment Board for training/education opportunities and MassWorks for infrastructure.

201 Watertown Comprehensive Plan

Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Open Space and Recreation Recommendations Short Term Medium Term Long Term Ongoing Responsible Party Rec, CDP, PB ط 1A In an effort to provide better access to park and recreational facilities, the Town should identify potential locations for small parks, pocket parks, playgrounds and tot lots, especially in conjunction with large new commercial or residential developments.

Rec, SD ط 1B Establish Level of Service (LOS) standards for park and recreation programs and fields.

Rec, SD ط 1C Continue efforts to upgrade park and recreation facilities for all users and to meet applicable ADA standards as improvements are made.

Rec ط 2A Encourage the creation of “friends of” groups to provide stewardship of other parks. These groups can help to sponsor cleanups and similar activities, as well as recognize issues that the Town may need to address but has not yet flagged.

Rec, DPW ط 2B Management plans should be developed for each major town-owned facility. Expand maintenance management planning for park and recreation facilities. In addition to planning for the routine maintenance of the facility and grounds, long-term capital needs and repairs can be identified and scheduled.

DPW, Rec ط 2C Maintenance plans should establish standards designed to achieve specific results

Rec, DPW, SD ط 2D Seek better coordination with outside groups to leverage park and field maintenance and stewardship.

Rec, SD ط 2E Continue to inventory playground equipment on a regular basis.

202 IMPLEMENTATION

Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Open Space and Recreation Recommendations Short Term Medium Term Long Term Ongoing Responsible Party CDP, PB ط 3A Consider options to require open space to be set aside for new or redeveloped residential and commercial land. As redevelopment occurs, especially along the Arsenal and Pleasant Street corridors, look for opportunities to establish new public open spaces to serve those developments and the Town.

TM, TC ط 3B Consider properties acquired through tax default for open space before resale or redevelopment.

ConComm, TC, Rec ط 3C Pursue remediation, acquisition and/or public access to Walker Pond, as well as Sawins and Williams Ponds. Each of these wetland areas need various levels of remediation and should be restored and integrated into the town’s open space network, in near or long term.

CDP, B&P, DCR ط 4A Work with DCR to finalize and implement recommendations for the Charles River Basin Pedestrian and Bicycle Connectivity Study.

CDP, PB ط -4B Work with developers to create or enhance multi use connections between development projects (including the Arsenal Mall and athenahealth redevelopment projects) to increase physical and visual access to the Charles River.

Rec ط -5A Consider development of a multi-use, multi generational community center, including a swimming pool, to provide a variety of activities throughout the year.

Rec, H, CoA, B&P, SD ط 5B Look for ways to better integrate services and programming with the Senior Center and the public schools and facilities, as well as ways to incorporate public health and physical fitness programs.

203 Watertown Comprehensive Plan

Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Open Space and Recreation Recommendations Short Term Medium Term Long Term Ongoing Responsible Party 5C Continue developing safe walking paths that DPW, Rec, B&P connect existing open spaces and parks. New paths should be handicap-accessible and multi-use, serving walkers, runners, bicyclists and wheelchairs.

CDP ط 5D Complete the Community Path and support other linear path/park development.

Rec ط .5E Install bicycle racks at all park facilities

Rec ط 5F Consider canoe and kayak rentals as well as other river-focused activities to enhance outdoor recreation opportunities.

DPW, CDP ط 5G Develop publicly available dog parks within Town to allow off leash recreation options.

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Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Natural Resources Recommendations Short Term Medium Term Long Term Ongoing Responsible Party CDP, DPW, SAC ط 1A Enforce stormwater management best management practices to improve water quality of the river by reducing non-point source pollution. SAC ط 1B The Town has a Stormwater Advisory Committee whose charge it is to review and make recommendations regarding ordinances and regulations, as well as public education and outreach, and program funding opportunities. This committees’ work is an important part of compliance with our federal permit requirements and improving stormwater impacts to the ecosystem.

CDP, DPW, PB, SAC ط 1C The Town should consider a Low Impact Development (LID) ordinance to further minimize the volume, as well as the pollutant level, of post- development stormwater runoff. Both the Town and private developers should take advantage of the most recent and effective approaches to LID.

ConComm, Rec, DCR ط 1D Continue to work closely with DCR during the transition of the GSA site along the Charles River to ensure the restoration of wetlands and accessibility to the passive recreation areas from Watertown neighborhoods. CDP, PB ط 1E Implement new design guidelines (as recommended in the Land Use chapter) to ensure that the river is physically and visually accessible and promote it for passive and active uses.

DCR, HC, Cul ط 1F Encourage cultural and educational activities that promote the river’s rich history and abundant natural resources. ConComm, DCR ط 1G Continue to work with stakeholder groups to support stewardship, protection and access for the Charles River and ensure high water quality to benefit flora, fauna and good health. TW ط 2A Adopt policies that will result in better protection and maintenance of Watertown’s public street trees.

205 Watertown Comprehensive Plan

Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Natural Resources Recommendations Short Term Medium Term Long Term Ongoing Responsible Party TW ط 2B Encourage residents to protect existing and plant new shade trees on private property.

TW ط 2C Collaborate with local groups to ensure the tree inventory is maintained.

TM, ConComm ط 3A Make information about Watertown’s natural resource areas easily accessible on the Town’s website.areas easily accessible on the Town’s website.

WE3C, SAC ط 3B Enhance public education about sustainable practices that can help reduce the environmental footprints of Watertown citizens. ConComm ط 3C Create and coordinate educational signage at resource areas to facilitate learning while encouraging pride and self-identification with the Town’s natural resources.

CDP ط 4A Work with developers to identify opportunities to incorporate publicly accessible open space into new projects.

CDP, Rec, ConComm ط 4B Develop and formalize a policy to ensure that properties that the Town acquires through tax default are considered for open space before resale or redevelopment.

Rec ط 4C Establish a “pocket park” program to encourage public/private open space in neighborhoods.

CDP ط 5A As mentioned in the Open Space and Recreation element, pursue remediation, acquisition and/or public access to all of Walker Pond in west Watertown , as well as Sawins and Williams Ponds in the eastern part of town.

HC, CDP ط 5B Consider the historic value of landscape features of the historic Arsenal properties.

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Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Historic and Cultural Resources Recommendations Short Term Medium Term Long Term Ongoing Responsible Party HC, HDC, CDP, TC ط 1A Consider design guidelines for new construction and proposed improvements to existing buildings to protect and maintain the local historical character (prevailing streetscape and traditional building styles found in the neighborhoods).

HC, new Cultural ط 2A Maintain asset mapping for historic and cultural resources. Department

CDP, HC, HDC, new ط 2B Develop a marketing strategy to promote heritage awareness and preservation. Cultural Department

,HC, HDC, CDP, TM ط 2C Provide incentives to encourage redevelopment of historic buildings. TC

CDP, Cul, WBCC, new ط 3A Develop a marketing strategy to expand awareness of Watertown’s cultural assets. Cultural Department

,CDP, Lib, PB, Cul, TC ط 3B Support the institutions and special events programming that celebrate the Town’s multi-cultural TM, WBCC, new and artistic identity. Cultural Department

,CDP, Cul, PB, DPW ط 3C Develop a public arts program to foster lively and attractive streetscapes. new Cultural Department

207 Watertown Comprehensive Plan

Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Public Facilities and Services Recommendations Short Term Medium Term Long Term Ongoing Responsible Party TM, TC ط 1A Make better use of technology to increase efficiency in all town departments.

TM, TC ط 1B Improve resident services by revising the website and making it easier to navigate. Centralize the website updating to free up Departmental staff for more department-specific tasks and to have consistency in the presentation of town information.

TM, TC ط 1C Consider an “ombudsman-like” person to centralize consumer questions and resolve complaints.

TM, TC ط 1D Continue to assess the Town organization to ensure that all departments are adequately staffed to get the job done well.

DPW ط 2A Make road and sidewalk improvements, and improve the overall Road Surface Rating for the Town’s roadways, while incorporating a Complete Streets concept, and encouraging multi-modal travel.

TM, DPW, SD ط 2B Continue to investigate the feasibility of consolidating DPW facilities maintenance with the School District’s facilities management staff.

CDP ط 2C Continue collaboration with the MAPC to keep abreast of regional trends.

TM, TC ط 2D Establish record-keeping procedures that are adequate and sustainable.

TM, TC ط 3A Consider establishing a Building Committee, which would include representatives from Town departments, to comprehensively review short- and long-term needs of municipal buildings and to make recommendations for prioritizing facility improvements. Such a Committee would provide input into the CIP process, but its focus will be on building needs for all departments. 208 IMPLEMENTATION

Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Public Facilities and Services Recommendations Short Term Medium Term Long Term Ongoing Responsible Party TM, TC ط 3B Implement the five-year Capital Improvement Program and reassess annually the priority projects, keeping to the Town Council goal of dedicating a set percentage of the town budget to capital expenditures.

TM, new Building ط 3C Review, update and implement the recommendations of the 2008 Facilities Assessment Study as Commission appropriate.

TM, TC, CDP ط 3D Continue to look at all avenues for the financing of the Town’s CIP.

H, CDP, DPW, B&P ط ,4A In planning, make connections between public health land use, and transportation

H, SD ط ,4B Seek opportunities to educate residents on nutrition exercise and the risks of alcohol, tobacco and recreational drug use.

H, SD ط 4C Consider implementing wellness programs for town employees.

TM, TC, H, COA, HA ط 4D Ensure that the needs of the elderly population (that is expected to grow larger), youth and recent immigrants are addressed through town and community services.

TM, TC ط 4E Consider options to permanently fund the Social Services Resource Specialist (SSRS) position.

TM ط 4F Nurture cooperative relationships with established and new community agencies so that they are involved and effective members of the community.

TC ط .4G Support permanent locations for community gardens

DPW, SAC ط 5A Incorporate cost-effective Green Infrastructure strategies into all municipal projects for stormwater management, drainage. 209 Watertown Comprehensive Plan

Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Public Facilities and Services Recommendations Short Term Medium Term Long Term Ongoing Responsible Party TM, DPW ط 5B Retrofit and prepare Watertown’s essential infrastructure to maintain critical functions through weather and energy related disturbances.

DPW ط 5C Seek ways to increase recycling and reduce solid waste disposal.

DPW, SAC ط 5D Educate Town residents about stormwater issues and proper management.

SD ط 6A Maintenance is essential to providing a healthy, safe learning environment for students. Perform needed maintenance on a regular basis, and approach it as an opportunity to upgrade facilities to become safer, healthier, more sustainable, energy efficient, and enriching.

SD ط 6B Ensure that all communication systems, such as computers, telephones and wireless Internet access, are current, accessible and meet state and federal regulations. The School District should plan to adapt to the evolution of technology to make it an asset to student learning, more efficient coordination between schools, and connection with central school administration and with the Town government as a whole.

SD ط 6C Review the recent Schools Facilities Assessment and evaluate the alternatives for renovating and/or replacing school facilities.

SD ط 6D Assess and prioritize school facilities to identify priority projects and seek funding assistance through state or federal programs.

210 IMPLEMENTATION

Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Energy Recommendations Short Term Medium Term Long Term Ongoing Responsible Party WE3C, Purch, Town ط 1A Consider developing a Climate Action or Energy Master Plan and adopt it as an addendum to the Departments including Watertown Comprehensive Plan. Schools

WE3C ط 1B Reach out to the community as a whole, including developers, residents, and non-resident property owners, to inform and educate them regarding energy conservation opportunities and sustainability principles.

WE3C, CDP, WBCC ط 1C Consider creating a green business and a residential certification program or encourage existing certification programs

WE3C ط 2A Give special consideration to incentivize and promote energy efficiency especially in rental properties. The outreach and success of this would involve landlords and tenants since programs often require commitments from both parties.

WE3C, CDP, WBCC ط 2B Support efforts for local businesses to become more ‘green’ during remodeling or redevelopment. Continue to encourage green businesses to locate in Watertown.

WE3C, TM, Town ط 2C Consider incentives and requirements to facilitate and encourage energy efficiency within the zoning or Departments including other municipal regulations. Schools

CDP, WE3C ط 2D Consider programs such as LEED or a locally crafted program to facilitate energy efficient construction/development.

WE3C, Town ط 3A Ensure case studies that track and report the progress of retrofitting municipal buildings through Departments including the ESCO are developed and well-advertised. Work Schools with the Town Energy Manager to document the project’s progress

211 Watertown Comprehensive Plan

Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Energy Recommendations Short Term Medium Term Long Term Ongoing Responsible Party All Town Departments ط ,3B Learn about best practices (conferences networking, and other government examples) and incorporate ideas into Watertown’s decision-making and facility management.

PB, TC, CDP WE3C ط ,3C Adopt new codes and guidelines, when available that encourage energy efficiency and clean technologies. Specifically, consider options for adopting a more Sustainable Building Code that goes beyond the Stretch Code, for example, net zero buildings, LEED (or LEED inspired) guidelines.

WE3C ط 3D Consider options for planning for unexpected emergencies related to power and communications with clean technologies. For example, consider district energy options with multiple power sources for the municipal complex as one specific action to be considered.

DPW ط 3E Ensure that water and wastewater efficiency are considered in new construction and renovation projects, as reductions in water use will also reduce the demand for energy.

Purch ط 3F Inventory materials purchasing program and develop a plan to increase post-consumer recycling content, for example in office paper.

TM, WE3C ط 4A Consider a fuel efficiency goal such as setting a percent decrease or setting an average fuel efficiency across the fleet within a specific number of years, and develop a plan to attain that goal with intermediate milestones.

,DPW, WE3C, Purch ط 4B Continue to implement the Green Fleets policy that outlines specific recommendations for purchasing CDP only fuel-efficient vehicles for municipal use when they are available and practical.

212 IMPLEMENTATION

Table 11-1 Plan Recommendations – Priority and Responsible Party Time Period for Implementation # Energy Recommendations Short Term Medium Term Long Term Ongoing Responsible Party DPW, WE3C, Purch ط 4C Create and adopt a policy to “right-size” the municipal fleet.

PD, WE3C, Purch ط 4D Consider “idle-right installation” devices for Police and other relevant vehicles to increase fuel efficiency.

TM, WE3C, Purch ط 4E Adopt policies for purchasing Electric Vehicles when feasible, and consider building Electric Vehicle charging station(s). The charging stations could also be available as an incentive at municipal buildings for public consumption.

All Town Departments ط ,4F Continue to adopt best practices, when available such as programs to reduce idling and minimizing using town vehicles the use of low-efficiency vehicles.

213 Watertown Comprehensive Plan

Table 11-2 Plan Recommendations – “Lead Agency”

Time Period Action Lead By Short Term Medium Term Long Term Ongoing Bicycle and Pedestrian T-3B-1, T-3B-8 LU-3J LU-3I, T-3B-6, T-3B-7, E- Committee 3B

Community Development LU-1A, LU-1B, LU-1H, LU- LU-1C, T-3A-9, T-4F, T- LU-3E, LU-3F, LU-3H, LU- LU-1D, LU-1E, LU-2B, LU- and Planning 2A, LU-3A, LU-3B, LU-3C, 5D, H-3C, ED-5B, ED-5C, 4H, T-6G, OSR-5D 3G, LU-4G, LU-5B, T-2D, LU-3D, LU-4A, LU-4B, LU- OSR-4A, OSR-4B, HCR- T-3A-10, T-5B, T-6B, H-1F, 4C, LU-4D, LU-4E, LU-4F, 2B, HCR-3A, HCR-3C, E- ED-1C, ED-5D, NR-1A, LU-5A, LU-5C, T-4G, T-5C, 2D NR-4A, NR-4B, HCR-3B, T-6C, T-6D, T-6E, T-6F, PFS-2C, E-3B, E-4F ED-1B, ED-3B, ED-3C, ED-3E, OSR-3A, NR-1C, NR-1E, NR-5A

Conservation Commission OSR-3C, NR-1D, NR-3C NR-1G, E-3B, E-4F

Department of Conservation NR-1F and Recreation

Department of Public Works T-3B-2, T-4D, OSR-5G, LU-1F, LU-1G, LU-5D, T- T-1A T-3A-6, T-3B-4, T-3B-5, T- PFS-5D, E-4B, E-4C 3A-1, T-3A-2, T-3A-3, T- 4A, T-4B, T-4C, ED-2A, 3A-7, T-3B-3, T-4E, T-4H, OSR-2C, OSR-5C, PFS- T-5A, T-5E, T-5F, T-5G, 2A, PFS-5C, E-3B, E-3E, PFS-5A E-4F

Health PFS-4C PFS-4A, PFS-4B, E-3B

Historic Commission HCR-1A, HCR-2C NR-5B, HCR-2A, E-3B

Housing Partnership H-1D, H-1G H-1A, H-1B, H-1E, H-3A, H-3B, E-3B

MBTA T-2F T-2E, T-2G

214 IMPLEMENTATION

Table 11-2 Plan Recommendations – “Lead Agency”

Time Period Action Lead By Short Term Medium Term Long Term Ongoing Planning Board T-2H, H-1C, H-2B, H-2G LU-5E, T-3A-8, E-3B, E-3C

Police Department E-4D E-3B, E-4F

Purchasing E-1A E-3B, E-3F, E-4F

Recreation OSR-1B, OSR-2B OSR-5E, OSR-5F OSR-5A T-3A-4, OSR-1A, OSR-1C, OSR-2A, OSR-2D, OSR- 2E, OSR-5B, NR-4C, E-3B, E-4F

School District PFS-6C T-3A-5, PFS-6A, PFS-6B, PFS-6D, E-3B, E-4F

Stowmwater Advisory NR-1B, E-3B Committee

Town Council H-2A, ED-6A T-6A, H-2C, H-2D, H-2E, ED-6B, PFS-4G, H-2F, ED-6C, E-3B

Town Manager T-2B, PFS-3A, PFS-3B, T-2A, T-2C, T-6H, PFS-1C, OSR-3B, NR-3A, PFS-1A, PFS-4E PFS-2B, PFS-5B, E-4A PFS-1B, PFS-1D, PFS-2D, PFS-3C, PFS-3D, PFS-4D, PFS-4F, E-3B, E-4E

Tree Warden NR-2A, NR-2B, NR-2C, E- 3A

Watertown Belmont ED-3A ED-1A, ED-2B, ED-2C, Chamber of Commerce ED-3D, ED-4A, ED-4B, ED-5A, E-3B

Watertown Environment and E-1A, E-1B, E-3A E-1C NR-3B, E-2A, E-2B, E-2C, Energy Efficiency Committee E-3B, E-3D

215